Sheds new light on the hitherto neglected years of the Emergency (1955-58) demonstrating how it was British propaganda which decisively ended the shooting war in December 1958. The study argues for a concept of 'propaganda' that embraces not merely 'words' in the form of film, radio and leaflets but also 'deeds'.
Armies are invariably accused of preparing to fight the last war. Nagl examines how armies learn during the course of conflicts for which they are initially unprepared in organization, training, and mindset. He compares the development of counterinsurgency doctrine and practice in the Malayan Emergency from 1948-1960 with that developed in the Vietnam Conflict from 1950-1975, through use of archival sources and interviews with participants in both conflicts. In examining these two events, he argues that organizational culture is the key variable in determining the success or failure of attempts to adapt to changing circumstances. Differences in organizational culture is the primary reason why the British Army learned to conduct counterinsurgency in Malaya while the American Army failed to learn in Vietnam. The American Army resisted any true attempt to learn how to fight an insurgency during the course of the Vietnam Conflict, preferring to treat the war as a conventional conflict in the tradition of the Korean War or World War II. The British Army, because of its traditional role as a colonial police force and the organizational characteristics that its history and the national culture created, was better able to quickly learn and apply the lessons of counterinsurgency during the course of the Malayan Emergency. This is the first study to apply organizational learning theory to cases in which armies were engaged in actual combat.
This work details the state of British counterinsurgency knowledge by 1945, and shows how wartime special forces and unconventional warfare affected many postwar counterinsurgencies. The vital role of the Special Air Service (SAS) is revealed here for the first time.
Insurgent cohesion is central to explaining patterns of violence, the effectiveness of counterinsurgency, and civil war outcomes. Cohesive insurgent groups produce more effective war-fighting forces and are more credible negotiators; organizational cohesion shapes both the duration of wars and their ultimate resolution. In Networks of Rebellion, Paul Staniland explains why insurgent leaders differ so radically in their ability to build strong organizations and why the cohesion of armed groups changes over time during conflicts. He outlines a new way of thinking about the sources and structure of insurgent groups, distinguishing among integrated, vanguard, parochial, and fragmented groups. Staniland compares insurgent groups, their differing social bases, and how the nature of the coalitions and networks within which these armed groups were built has determined their discipline and internal control. He examines insurgent groups in Afghanistan, 1975 to the present day, Kashmir (1988–2003), Sri Lanka from the 1970s to the defeat of the Tamil Tigers in 2009, and several communist uprisings in Southeast Asia during the Cold War. The initial organization of an insurgent group depends on the position of its leaders in prewar political networks. These social bases shape what leaders can and cannot do when they build a new insurgent group. Counterinsurgency, insurgent strategy, and international intervention can cause organizational change. During war, insurgent groups are embedded in social ties that determine they how they organize, fight, and negotiate; as these ties shift, organizational structure changes as well.
This paper clearly shows the immediate relevancy of historical study to current events. One of the most common criticisms of the U.S. plan to invade Iraq in 2003 is that too few troops were used. The argument often fails to satisfy anyone for there is no standard against which to judge. A figure of 20 troops per 1000 of the local population is often mentioned as the standard, but as McGrath shows, that figure was arrived at with some questionable assumptions. By analyzing seven military operations from the last 100 years, he arrives at an average number of military forces per 1000 of the population that have been employed in what would generally be considered successful military campaigns. He also points out a variety of important factors affecting those numbers-from geography to local forces employed to supplement soldiers on the battlefield, to the use of contractors-among others.
Despite growing concern over environmental issues and the sustainability of economic growth, industrialization is still generally associated with progress and development. This is particularly true of developing countries where industrialization is often the nation's top priority. Industrializing Malaysia presents a critical analysis of the experience of industrialization in Malaysia, examining the role, impact and efficacy of post-independence industrialization policies. The author refocuses attention on some major intended as well as unintended implications and consequences of policies and performance. A wide range of issues is covered: in addition to general historical commentaries and sectoral studies, there are analyses of direct foreign investment, technology, linkages, free trade zones, industrial estates, and rural development.
British Counterinsurgency challenges the British Army's claim to counterinsurgency expertise. It provides well-written, accessible and up-to-date accounts of the post-1945 campaigns in Palestine, Malaya, Kenya, Cyprus, South Yemen, Dhofar, Northern Ireland and more recently in Iraq and Afghanistan.
Sheds new light on the hitherto neglected years of the Emergency (1955-58) demonstrating how it was British propaganda which decisively ended the shooting war in December 1958. The study argues for a concept of 'propaganda' that embraces not merely 'words' in the form of film, radio and leaflets but also 'deeds'.