2008
DOI: 10.1080/10576100701759988
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Connecting Terrorist Networks

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Cited by 86 publications
(32 citation statements)
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“…As events unfold, some agents will become more or less central to action and communications efforts (Magouirk et al, 2008). These changes to network structure can undermine traditional static measures of centrality .…”
Section: Features Of Covert Social Networkmentioning
confidence: 99%
See 1 more Smart Citation
“…As events unfold, some agents will become more or less central to action and communications efforts (Magouirk et al, 2008). These changes to network structure can undermine traditional static measures of centrality .…”
Section: Features Of Covert Social Networkmentioning
confidence: 99%
“…Dynamic criminal and terrorist networks are also often decentralized (Sageman, 2011). Organized crime and terrorist networks often have clusters at different levels of analysis due to features such as kinship, where smaller criminal cells operate independently within larger organizations (Magouirk et al, 2008; (Pfeffer & Carley, 2012). Consequently, an automated, or semi-automated process for analyzing network structure can be executed in a more timely fashion.…”
Section: Features Of Covert Social Networkmentioning
confidence: 99%
“…Networks are widely recognized as the dominant social structure of extremist groups (Buchanan, 2002;Featherstone, Phillips, & Waters, 2007;Magouirk, Atran, & Sageman, 2008) insofar as they link actors who are working toward common goals (Powell, 1990). They make it possible for terrorists to overcome collectiveaction problems arising out of complexity and the uneven distribution of assets that they need to carry out attacks.…”
mentioning
confidence: 99%
“…Among others, covert networks have been formally characterized by Tsvetovat and Carley (2005), McAllister (2004) and McCormick and Owen (2000), and their optimal network structures have been analyzed and approximated by Lindelauf et al (2009a) and Enders and Su (2007). Other approaches concern covert network destabilization strategies, see Farley (2003) and Carley et al (2003), and tools to identify the most important members of the corresponding organizations, see Koschade (2006), Magouirk and Sageman (2008) and Sparrow (1991).…”
Section: Introductionmentioning
confidence: 99%