The Yin-Yang Military: Ambidextrous Perspectives on Change in Military Organizations

ISBN-13: 9783030524326 / Angielski / Twarda / 2020 / 248 str.

Jacqueline Heeren-Bogers; Ren? Moelker; Esmeralda Kleinreesink

Spis treści

Prologue: Ambidexterity, Viability and Identity

Part I: Structures and Networks

Chapter 1: Resolving Contradictions in Military Operations via Ambidexterity

Chapter 2: Unravelling the Process Dimension of Ambidexterity: Reinterpreting a Case of Collaborative Digital Servitization

Chapter 3: African Winds: Versatile Value Creation in the Military

Part II: Tasks and Roles

Chapter 4: Peace Operations in a Changed ‘Warscape’: A Call for Polydexterity 

Chapter 5: Civil-Military Interaction Meets Civil-Military Relations: Confronting the Two Literatures in a Reflection on Ambidextrous Civil-Military Practices

Chapter 6: Bombing ISIS. Public Support and Public Dilemmas

Chapter 7: Military Culture and the Challenge of Ambidexterity in Complex Operations

Chapter 8: Achilles and Odysseus in Non-Fiction. Fact or Fiction?

Part III: Cultural Issues

Chapter 9: The Different Soldiers: A Look at Diversity and Inclusion in Military Organizations

Chapter 10: A Generic Officer Education Model for Producing Officers with Ambidextrous Competences and Skills

Chapter 11: Carnival Mockery of the Locals: The Ambidexterity of Organizational Gossip in Print

Chapter 12: The Influence of Cultural Differences on the Relationship between Employee and Supervisor, and Employee Attitudes and Behavior

Chapter 13: Controlling Material Resources in the Military: The Need for Ambidexterity

Chapter 14: Readjusting to Civilian Life. Beyond Service in an Ambidextrous Organization

Part IV: Nations and Allies

Chapter 15: In Shape we Trust! Trust Theory put to the Test Within an Ambidexterious Headquarters

Chapter 16: America First? Ambidexterity in Safety and Security: A Study Across the World’s Fifteen Leading Military Powers, 2006-2016

Epilogue: Poly-Dexterity and its Challenges

O autorze

Jacqueline Heeren-Bogers is an assistant professor of Defense Accounting Control and Economics at the Faculty of Military Sciences of the Netherlands Defense Academy. Her research focuses on the impact of so-called hard controls that relate to formal instruments like rules and segregation of duties and so-called soft controls linked to the culture, ethical climate and leadership within the organization.

René Moelker is an associate professor of sociology at the Royal Military Academy, the Netherlands. He holds a doctorate from the Erasmus University, Rotterdam. His work in military sociology concentrates on the sociology of military families, military technology, military profession, the military sociology of Norbert Elias, military education, conflict in Chechnya, and the media. His latest project focuses on veterans and veteran care.

Esmeralda Kleinreesink is a lieutenant-colonel with the Royal Netherlands Air force. She is specialized in  international comparative research  in the field of military veterans, in particular research into military autobiographies.

Jan van der Meulen is a sociologist. His research and publications focus on civil-military relations. Until his retirement he was associate professor at the Netherlands Defense Academy and professor by special  appointment at Leiden University.

Joseph Soeters is a professor of organization studies at the School of Social and Behavioral Sciences, Tilburg University, the Netherlands. His work focuses on the interconnection of sociology and management on one side and military studies on the other side.

Robert Beeres is a professor of defense economics, Department of Military Management Studies at the Faculty of Military Sciences, the Netherlands Defense Academy.

Blurb

This book examines change processes and the challenge of ambidexterity in military organizations. It discusses how military organizations can better adapt to the complex, and at times chaotic, environments they operate in by developing organizational ambidexterity. The authors identify various multiple tasks and functions of military organizations that require multi-dimensional and often contradictory operational, technological, cultural, and social skills. In analogy to the often-opposed functions performed by the right and left hand of the body, modern military organizations are no longer one-dimensional fighting machines, but characterized by a duality of tasks, such as fighting and peacekeeping which often make part and parcel of one and the same mission. The military is both a “hot” and a “cold” organization (a crisis management organization and a bureaucracy). As such, the book argues that these dualities are not necessarily opposed but can serve as complementary forces, like the yin and yang, to better the overall performance of these organizations. As a consequence, ambidextrous organizations excel at complex tasking and are adaptable to new challenges. Divided into four parts: 1) structures and networks; 2) cultural issues; 3) tasks and roles; 4) nations and allies, it appeals to scholars of military studies and organization studies as well as professionals working for governmental or military organizations.