Organizations increasingly use temporary designs. Many temporary organizations are assembled by "mixing and matching" building blocks from static, bureaucratic, parent organizations into a temporary configuration. At the same time, such "mixed and matched" temporary organizations often operate under difficult and dangerous circumstances. During operations, these temporary organizations can experience numerous internal problems: ranging from friendly fire in a military context to budget and time issues in construction projects and problematic coordination in a crisis management context. This book develops insight into the relationship between a "mixing and matching" temporary design strategy and operational problems. To so do, military and crisis management contexts are systematically studied from a sociotechnical design perspective that emphasizes self-organization to develop organizational controllability. Operating Under High-Risk Conditions in Temporary Organizations demonstrates that a "mixing and matching" design strategy can be related to system failure. Furthermore, it is shown that a process of self-design emerged in which operators attempted to create ad-hoc networks for meaningful, safe and controllable operations. The analyses result in a model that shows mechanisms between characteristics of organizational design and controllability of operations. Not only does this model have relevance to the military and crisis management contexts, relevance is also demonstrated for a broader family of temporary organizations and application of sociotechnical network design theory.

As an organization operating under extreme conditions, the military is often confronted with destructive behavior from individuals, organizations, and societies. Written by experts from a variety of disciplines, this open access book reflects on confrontations with violence under extreme conditions and the various challenges that arise. By examining real first-hand accounts of soldiers’ deployments, the contributions shed new light on the multifaceted and sometimes hidden dynamics of destructive violent behavior and offer an ethical reflection on military practices. In addition, they address topics such as moral decision-making in violent contexts, military trauma, organizational change, and military ethics education. The interdisciplinary exploration of these topics has been the primary focus of Désirée Verweij, who was the Chair of Military Ethics at the Netherlands Defence Academy from 2008 to 2021. The contributions in this book are written in honor of her scholarly achievements and help to ensure that these important issues continue to receive attention. The book will appeal to scholars of military studies, organizational studies and military ethics, and to professionals and decisionmakers in military organizations.

Judgment and Leadership presents original thinking and addresses age-old concerns regarding the relationship between judgment and leadership. These two concepts are inseparable. Judgment guides every action that a leader takes and underlies every thought, emotion, or justification that leaders form. This volume extends the study of judgment and leadership across disciplinary and conceptual boundaries.

This book has as its subject matter the academic education of officers and builds on the signing of the Bologna Declaration in 1999 by twenty-nine European ministers for Education and Science, who thereby agreed to coordinate higher education across Europe, by, for instance, the implementation of the Bachelor's and Master's system. In the meantime, military academies have also introduced the BaMa system into their programs for officers’ education, which marks a transition from the old days, when officers’ education took place within a national military system, under military command, and was firmly grounded in principles, traditions and needs, as professed by the Ministries of Defence and the armed forces in particular. So the Bologna Declaration can be seen as crucial leverage for the development of in-house academic degree programs as a fundamental part of officers’ education. With this volume, the editors of NL ARMS 2019 strive to offer a platform to both academics and military and civilian practitioners, as well as to combinations of these, to reflect and share their thoughts on officers’ education `before and after' Bologna, both in The Netherlands and abroad. To this end, controversies and challenges, affecting various aspects and systems of officers’ education, have been grouped into five themes. Respectively, the first four themes comprise institutional settings and change; educational philosophy; educational challenges and reflective practices; and didactical solutions. The fifth theme, international perspectives, provides insights into the strategic environments and challenges faced by sister-academies, as well as ways to further officers' education across Europe, such as offered by Erasmus programs. All the editors of this year's volume are affiliated with the Faculty of Military Sciences of the Netherlands Defence Academy in Breda, The Netherlands.

Political assignments, innovative technologies and organisational structures, present military personnel with dilemma’s that can have far-reaching consequences. A thorough education is a necessary condition for morally responsible behaviour. This book aims to contribute to ‘reflective practitioning’ in military practice.

In order to understand collaborative research activity in the United States, it is important to understand the contextual environment in which firms pursue a collaborative research strategy. The U.S. environment for formal collaborative research was established through a number of policy initiatives promulgated in the 1980s in response to the widespread productivity slowdown throughout industry that began in the early 1970s and then intensified in the late 1970s and early 1980s. These initiatives include the Bayh–Dole Act of 1980, the Stevenson–Wydler Act of 1980 and its amendments, the National Cooperative Research Act of 1984 and its amendments, and the Federal Technology Transfer Act of 1986. Collaborative Research in the United States offers a critical and retrospective description of collaborative research activity in the United States in an effort to provide a prospective framework for policymakers to evaluate future policy initiatives to encourage such strategic behavior. The analysis that underlies the policy framework draws from the performance of U.S. firms’ experiences, presenting a quantitative foundation for recommendations about future policy initiatives. It will be of interest to researchers, academics, policymakers, and students in the fields of critical management studies, strategic management, economics, and public policy.

Corporate social responsibility (CSR), and particularly environmental management, has now become a global social norm. As the largest developing economy in the world, China is currently a major environmental polluter. This book examines how Chinese enterprises, including both indigenous firms and foreign-owned organizations operating in China, utilize human resource management (HRM) to conduct environmental management, i.e. green HRM, also referred to as environmentally friendly HRM. Green HRM integrates HRM with environmental management and is implemented by firms to realize corporate green strategies by providing opportunities and motivating employees to become involved in environmental activities. This book explores how green recruitment and selection, green training, green performance management, and green pay and rewards are managed in Chinese enterprises, and how green HRM affects organizational green and non-green workplace behaviors. It enriches the current literature on green HRM practices and measures. It also advances our understanding of employee organizational behavioral consequences of green HRM, which is an emerging and understudied field of research. As such, this book offers practical implications on how to elicit desirable employee green and non-green workplace behaviors through green HRM policies and practices. This book will appeal to anyone interested in learning more about green HRM practices and the social and psychological processes through which green HRM influences employees, promotes green workplace behaviors and improves a firm's environmental performance.