This book deals with the processes and theories involved in managing military organisations in both peacetime and crisis conditions.
Examining the challenges faced by policymakers and military commanders in conducting military operations, this book considers the benefits of conventional management and organisation theory for the military. At the same time, these essays recognise that the military should be considered as a highly individual organisation, operating in exceptional circumstances. This awareness of the differences between the military and other organisations generates important lessons not only for the military but also for general organisations as it teaches them how to cope in exceptional, ‘hyper’ conditions. These theoretical lessons are illustrated by case studies and experiences from recent military operations, such as those in Iraq and Afghanistan.
This book will be of great interest to students of military studies, security studies and organizational studies.
Joseph Soeters chairs the department of management and organization studies and defence economy at the Netherlands Defense Academy and he is a professor in organizational sociology at Tilburg University.
Paul. C. van Fenema is an associate professor of organization studies at the Netherlands Defence Academy and Tilburg University.
Robert Beeres is an associate professor in the field of defence accounting and control (business administration) at the Netherlands Defence Academy and at Nyenrode Business School.
1. Introducing military organizations Joseph Soeters, Paul C. van Fenema and Robert Beeres Part I: Context, Strategy and External Coordination 2. Leading military organizations in the Risk Society: Mapping the new strategic complexity Frans Osinga and Julian Lindley French 3. Legitimacy and Surveillance: Shifting patterns of vertical and horizontal control Paul Ducheine, Jan van der Meulen and René Moelker 4. Internationalization of the Military Anthony King 5. Research, Development and Innovation in the Military Daniel Uiterwijk and Ivar Kappert Part II: Internal Coordination and Preparation of Operations 6. Designing and Preparing Military Organizations for Expeditionary and Network Performance Erik de Waard and Eric-Hans Kramer 7. (Re-)Drawing the Boundaries: sourcing operational and supportive services in military organizations Paul C. van Fenema and Robert Beeres 8. Logistics Planning and Control: lessons learned in Afghanistan Bas Rietjens, Ton van Kampen and Tim Grant Part III: Military Organizations in Action 9. Leadership During Operations Ad Vogelaar, Coen van den Berg and Thom Kolditz 10. Sensemaking During Operations and Incidents Eric-Hans Kramer, Roos Delahaij and Bart van Bezooijen 11. Managing Moral Professionalism in Military Operations Peter Olsthoorn, Marten Meijer and Desiree Verweij 12. Military Law and Operations Ben Klappe 13. Trust and Control in the Military: dual or dueling forces? Marion Bogers, Andrea van Dijk and Jacqueline Heeren-Bogers 14. Partnering with ‘Strangers’ Myriame Bollen and Joseph Soeters 15. Military Organizations and National Crisis Response Paul C. van Fenema Part IV: Monitoring Operational Effectiveness and (Secondary) Outcomes 16. Commanding and Controlling Crisis Response Operations Christiaan Davids, Robert Beeres and Tim Grant 17. Measuring Performance in Today’s Missions: the effects-based approach to operations Joseph Soeters, Sebastiaan Rietjens, and Willem Klumper 18. Learning Military Organizations and Organizational Change Tom Bijlsma, Irma Bogenrieder and Peter van Baalen 19. Managing Well-being of Military Personnel and Their Families Tessa Op den Buijs, Manon Andres, and Paul Bartone 20. Epilogue: Military Heterogeneous Value Creation Paul C. van Fenema, Joseph Soeters, Robert Beeres