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.

This volume explores ethnicity and gender developments in relation to the military.
In some countries, the armed forces have a long history in responding to ethnic diversity, while elsewhere it has come up only recently as a policy issue. An even-handed representation of ethnic minorities in the military is recognized as crucial for enhancing its social legitimacy and professional quality. The same can be said about the integration of women in the military, which during a few decades across the board has grown into more than just another issue of personnel policies. Indeed with regard to gender, the symbolism and sensitivities surrounding core identities are at stake - as with the presence of gays and lesbians in the military.
Written by experts in the field, the chapters cover fourteen countries around the world: the USA, Canada, Bolivia, Ecuador, Brazil, South-Africa, Eritrea, India, Israel, Great Britain, France, Germany, Belgium and The Netherlands. Taken together, the armed forces of these countries offer a fascinating mix of similarities and differences in the ways they try to manage cultural diversity.
Cultural Diversity in the Armed Forces will be of interest to students and scholars of military studies, sociology, gender and political science.

This volume explores ethnicity and gender developments in relation to the military. In some countries, the armed forces have a long history in responding to ethnic diversity, while elsewhere it has come up only recently as a policy issue. An even-handed representation of ethnic minorities in the military is recognized as crucial for enhancing its social legitimacy and professional quality. The same can be said about the integration of women in the military, which during a few decades across the board has grown into more than just another issue of personnel policies. Indeed with regard to gender, the symbolism and sensitivities surrounding core identities are at stake - as with the presence of gays and lesbians in the military. Written by experts in the field, the chapters cover fourteen countries around the world: the USA, Canada, Bolivia, Ecuador, Brazil, South-Africa, Eritrea, India, Israel, Great Britain, France, Germany, Belgium and The Netherlands. Taken together, the armed forces of these countries offer a fascinating mix of similarities and differences in the ways they try to manage cultural diversity. Cultural Diversity in the Armed Forces will be of interest to students and scholars of military studies, sociology, gender and political science.

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.