I construct in this dissertation a cultural genealogy to trace in Western civilization a consistent set of values that underlie a worldview that I call Strategic Intelligence (SI). I argue that the plethora of cultural data indicates the presence both of an underlying strategic rationality and a metaphorological paradigm that functions at a level that is more expansive than the terminological and conceptual. I conclude that the values of SI have been transmitted in cultural sources for thousands of years, in multiple cultures. Invested with the highest forms of authority, the continuous transmission of the values of SI in two distinct civilizations (European, Chinese) over the trajectory of their unique cultural evolution provides evidence for the authority, legitimacy and potency of this ancient framework of meaning as fundamental to culture. (Keywords: Strategic Intelligence, Strategic Rationality, Philosophy of Strategy, Philosophical Anthropology, Hermeneutic Philosophy, Axiology, Metaphorical Analysis, Cultural Studies, Mētic)

Strategic Intelligence is a form of meaning that promises the possibility of strategic advantage, dignity, the achievement of objective, and the fulfillment of potential in hostile environments. In The Cultural Roots of Strategic Intelligence Gino LaPaglia demonstrates that the strategic aspect of reason—arising in human experience, encoded as value, and born by culture as a strategic resource—has been encoded as values that have been memorialized in culturally authoritative sources in various Eurasian cultures for thousands of years. These sources have validated a strategic orientation in the world, legitimized the strategist as a heroic identity, and transmitted a coherent world view that enables the practitioner of strategy to overcome asymmetric threat. By excavating the provenance of strategic thought expressed in the cultural identity of the strategist in the most culturally authoritative mythological, literary, philosophical and religious sources, and excavating the underlying strategic values expressed in cultural products, LaPaglia demonstrates that the strategic aspect of human rationality is one of the most basic structural dynamics of human meaning, and that the transmission of this strategic way of being and acting in the world offers hope for life’s underdogs.

Rationality and Cultural Interpretivism: A Critical Assessment of Failed Solutions critically assesses cultural interpretivism by scrutinizing five different proponents of it and their solutions to the problem of rationality. The book examines the works of Peter Winch, Charles Taylor, Clifford Geertz, Marshall Sahlins, and Gananath Obeyesekere and their contributions to the so-called rationality debate in the philosophy of the social sciences. This debate began with Winch’s criticism of Edward Evans-Pritchard and has become one of the central debates in the field since 1960s, continuing as a controversy between Sahlins and Obeyesekere. Kei Yoshida reveals the need for a cogent solution to the problem of rationality. He identifies two main problems with previous theories: first, that they exaggerate the differences between the natural and the social/cultural, and hence they also exaggerate the differences between the natural and the social sciences; and second, that they ignore important social science problems, particularly outcomes from the unintended consequences of human actions. Yoshida urges social scientists not simply to interpret agents’ intentions or symbolic systems, but also to explain the unintended consequences of human actions. Still entangled in positivism, cultural interpretivists claim that the social sciences differ from the natural sciences and thus reject any unity of method. Yoshida argues that we need to overcome the mistaken positivist image of science in order to develop a more fruitful philosophy of the social sciences. The analysis presented in this book will be of value to students and scholars of social epistemology, philosophy of science, philosophy of the social sciences, and the social sciences themselves, as well as anyone interested in the philosophical problem of rationality and relativism.

There has been a growing recognition in the post-Cold War era that culture has increasingly become a factor in determining the course of today's complex and interconnected world. The U.S. experience in Afghanistan and Iraq extended this trend to national security and military operations. There is also a growing recognition by the national security community that culture is an important factor at the policy and strategy levels. Cultural proficiency at the policy and strategy levels means the ability to consider history, values, ideology, politics, religion, and other cultural dimensions and assess their potential effect on policy and strategy. The Analytical Cultural Framework for Strategy and Policy (ACFSP) is one systematic and analytical approach to the vital task of viewing the world through many lenses. The ACFSP identifies basic cultural dimensions that seem to be of fundamental importance in determining such behavior and thus are of importance in policy and strategy formulation and outcomes. These dimensions are (1) Identity, or the basis for defining identity and its linkage to interests; (2) Political Culture, or the structure of power and decisionmaking; and (3) Resilience, or the capacity or ability to resist, adapt or succumb to external forces. Identity is the most important, because it ultimately determines purpose, values and interests that form the foundation for policy and strategy to attain or preserve those interests.

One of three volumes in honour of the teaching and scholarship of the late Michael I. Handel, this book details the universal logic of strategy and the ability of liberal-democratic governments to address this logic rationally. Treating war as an extension of politics, the diverse contributors (drawn from the United States, the United Kingdom, Australia and Israel) explore the difficulties in matching strategy to policy, especially in free societies.

Selected as a Financial Times Best Book of 2013 In Strategy: A History, Sir Lawrence Freedman, one of the world's leading authorities on war and international politics, captures the vast history of strategic thinking, in a consistently engaging and insightful account of how strategy came to pervade every aspect of our lives. The range of Freedman's narrative is extraordinary, moving from the surprisingly advanced strategy practiced in primate groups, to the opposing strategies of Achilles and Odysseus in The Iliad, the strategic advice of Sun Tzu and Machiavelli, the great military innovations of Baron Henri de Jomini and Carl von Clausewitz, the grounding of revolutionary strategy in class struggles by Marx, the insights into corporate strategy found in Peter Drucker and Alfred Sloan, and the contributions of the leading social scientists working on strategy today. The core issue at the heart of strategy, the author notes, is whether it is possible to manipulate and shape our environment rather than simply become the victim of forces beyond one's control. Time and again, Freedman demonstrates that the inherent unpredictability of this environment-subject to chance events, the efforts of opponents, the missteps of friends-provides strategy with its challenge and its drama. Armies or corporations or nations rarely move from one predictable state of affairs to another, but instead feel their way through a series of states, each one not quite what was anticipated, requiring a reappraisal of the original strategy, including its ultimate objective. Thus the picture of strategy that emerges in this book is one that is fluid and flexible, governed by the starting point, not the end point. A brilliant overview of the most prominent strategic theories in history, from David's use of deception against Goliath, to the modern use of game theory in economics, this masterful volume sums up a lifetime of reflection on strategy.

This two-volume handbook presents an authoritative and up-to-date analysis of how thinking on strategy has evolved and what are the likely developments in the near future. All the contributors are experts in their area, and bring to the topic an understanding informed by many years' experience of research, teaching, and practice. Volume One focuses on two major areas: first, the various different approaches to strategy, and secondly, the development of competitive or business unit strategy, where the pursuit of sustainable competitive advantage is the key objective.