- covers 200 years of the evolution of warfare and strategy in modern history - contains pedagogical features to aid students, such as reader's guides, text-boxes, discussion questions and further reading suggestions - new edition has been updated, with new section introductions, and has a new chapter on 'The Age of Acceleration and the Rise of Great Power Competition', and a new conclusion

- covers 200 years of the evolution of warfare and strategy in modern history - contains pedagogical features to aid students, such as reader's guides, text-boxes, discussion questions and further reading suggestions - new edition has been updated, with new section introductions, and has a new chapter on 'The Age of Acceleration and the Rise of Great Power Competition', and a new conclusion

A practical handbook on the management of building design, this guide explains the processes, roles and responsibilities of those involved in the design of the building, as well as ways to maximise efficiency. Well structured and easy to read, the book includes useful notes and checklists on, for example, how to select a design team and how to organise and plan the design process.
The authors are recognised authorities in the field of project management, based at an internationally renowned department. Their book will prove invaluable to both students and practitioners in project management.
*Contains many checklists, tables and examples etc. which make it useful to both students and practitioners.
*Teaches the reader how to maximise efficiency in design management.
*Concise and factual handbook.

Enterprise and Culture is a uniquely wide-ranging, insightful and well-informed critical evaluation of the economic and social project of creating an enterprise culture. Colin Gray argues that the failure of small enterprise policy is not just a question of economics, but is also caused by psychological and cultural factors. The book demonstrates that the individualism at the centre of enterprise culture policies is, itself, the main impediment to the successful growth and development of small enterprises.

In this volume, Professor Colin Gray develops and applies the theory and scholarship on the allegedly historical practice of the 'Revolution in Military Affairs' (RMA), in order to improve our comprehension of how and why strategy 'works'. The author explores the RMA hypothesis both theoretically and historically. The book argues that the conduct of an RMA has to be examined as a form of strategic behaviour, which means that, of necessity, it must "work" as strategy works. The great RMA debate of the 1990s is reviewed empathetically, though sceptically, by the author, with every major school of thought allowed its day in court. The author presents three historical RMAs as case studies for his argument: those arguably revealed in the wars of the French Revolution and Napoleon; in World War I; and in the nuclear age. The focus of his analysis is how these grand RMAs functioned strategically. The conclusions that he draws from these empirical exercises are then applied to help us understand what, indeed, is - and what is not - happening with the much vaunted information-technology-led RMA of today.

This work addresses the fundamental questions concerning the economic reinvigoration of society through policies aimed at encouraging the development of small enterprises. Governments in Europe, the rest of the industrialized world and developing countries are increasingly including small enterprise development as a central feature of economic and social policies. Nowhere was this more evident than during the 1980s in Britain, as the Conservative government sought to establish an enterprise culture. However, despite an impressive growth in the numbers of people turning to self-employment, there is little evidence that British society has become more entrepreneurial or that the pursuit of enterprise has become part of the national culture.

A practical handbook on the management of building design, this guide explains the processes, roles and responsibilities of those involved in the design of the building, as well as ways to maximise efficiency. Well structured and easy to read, the book includes useful notes and checklists on, for example, how to select a design team and how to organise and plan the design process. The authors are recognised authorities in the field of project management, based at an internationally renowned department. Their book will prove invaluable to both students and practitioners in project management.

In this volume, Professor Colin Gray develops and applies the theory and scholarship on the allegedly historical practice of the "Revolution in Military Affairs" (RMA), in order to improve our comprehension of how and why strategy "works."
The author explores the RMA hypothesis both theoretically and historically. The book argues that the conduct of an RMA has to be examined as a form of strategic behaviour, which means that, of necessity, it must "work" as strategy works. The great RMA debate of the 1990s is reviewed empathetically, though sceptically, by the author, with every major school of thought allowed its day in court.
The author presents three historical RMAs as case studies for his argument: those arguably revealed in the wars of the French Revolution and Napoleon; in World War I; and in the nuclear age. The focus of his analysis is how these grand RMAs functioned strategically. The conclusions that he draws from these empirical exercises are then applied to help us understand what, indeed, is - and what is not - happening with the much vaunted information-technology-led RMA of today.
The popular idea that, because war occurs in the realm of chance, strategy is characteristically chaotic is considered and - on balance - rejected. Rather, the author concludes, a somewhat chaotic unpredictability about the consequences of strategic behaviour is a defining characteristic of, but not a literally fatal impediment to, strategy.

Long considered the masters of counterinsurgency, the British military encountered significant problems in Iraq and Afghanistan when confronted with insurgent violence. In their effort to apply the principles and doctrines of past campaigns, they failed to prevent Basra and Helmand from descending into lawlessness, criminality, and violence.

By juxtaposing the deterioration of these situations against Britain's celebrated legacy of counterinsurgency, this investigation identifies both the contributions and limitations of traditional tactics in such settings, exposing a disconcerting gap between ambitions and resources, intent and commitment. Building upon this detailed account of the Basra and Helmand campaigns, this volume conducts an unprecedented assessment of British military institutional adaptation in response to operations gone awry. In calling attention to the enduring effectiveness of insurgent methods and the threat posed by undergoverned spaces, David H. Ucko and Robert Egnell underscore the need for military organizations to meet the irregular challenges of future wars in new ways.

Long considered the masters of counterinsurgency, the British military encountered significant problems in Iraq and Afghanistan when confronted with insurgent violence. In their effort to apply the principles and doctrines of past campaigns, they failed to prevent Basra and Helmand from descending into lawlessness, criminality, and violence.

By juxtaposing the deterioration of these situations against Britain's celebrated legacy of counterinsurgency, this investigation identifies both the contributions and limitations of traditional tactics in such settings, exposing a disconcerting gap between ambitions and resources, intent and commitment. Building upon this detailed account of the Basra and Helmand campaigns, this volume conducts an unprecedented assessment of British military institutional adaptation in response to operations gone awry. In calling attention to the enduring effectiveness of insurgent methods and the threat posed by undergoverned spaces, David H. Ucko and Robert Egnell underscore the need for military organizations to meet the irregular challenges of future wars in new ways.

This book provides a new and powerful account of the demands of justice on immigration law and policy. Drawing principally on the work of Adam Smith, Immanuel Kant, and John Rawls, it argues that justice requires states to give priority of admission to the most disadvantaged migrants, and to grant some form of citizenship or non-oppressive status to those migrants who become integrated. It also argues that states must avoid policies of admission and exclusion that can only be implemented through unjust means. It therefore refutes the common misconception that justice places no limits on the discretion of states to control immigration.

This book provides a new and powerful account of the demands of justice on immigration law and policy. Drawing principally on the work of Adam Smith, Immanuel Kant, and John Rawls, it argues that justice requires states to give priority of admission to the most disadvantaged migrants, and to grant some form of citizenship or non-oppressive status to those migrants who become integrated. It also argues that states must avoid policies of admission and exclusion that can only be implemented through unjust means. It therefore refutes the common misconception that justice places no limits on the discretion of states to control immigration.

Modern Strategy explains how strategic reasoning makes sense of the great complexity of war on land, at sea, in the air, in space, and even 'cyberspace'. Uniquely, this book shows how strategy works in all geographical environments and with all kinds of weapons. The first comprehensive account of all aspects of modern strategy since the Cold War ended, this book will be essential reading for all students of modern strategy and security studies.

This report argues that the construction industry needs to develop the management and production capability to deliver more differentiated buildings at less cost. It examines the 'value chains' within the production process and illustrates how easily value is lost. It then goes on to create a three-step value chain that integrates the design and construction processes to achieve better value.