Introduction to the Information-Technology Revolution in Military Affairs

Adamsky, Dima; Bjerga, Kjell Inge

doi:10.1080/01402390.2010.489700

Cited by 9 publications

(3 citation statements)

References 4 publications

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“…While early studies focused on top-down processing from a political level (Posen, 1984) and from within the military organisation (Rosen, 1991), later research revealed more subtle sources. These later studies addressed other relevant sources of transformation such as the emulation of other armies (Horowitz, 2010;Adamsky and Bjerga, 2010) and the introduction of new technologies (Van Creveld, 1991) or cultural dimensions (Farrell and Terriff, 2002;Kier, 1995;Murray, 2002). Related to cultural factors, some authors have noted their cross-sectional nature when driving a bottom-up change (Grissom, 2006;Haaland, 2016;Catignani, 2013) and also how organizational culture shapes organizational learning (Davidson, 2010;Nagl, 2002).…”

Section: Scientific Literature Review Organizational Learning and Sec...mentioning

confidence: 99%

The Spanish Army in Security Force Assistance

López-Rodríguez

2023

Rev. Cient. Gen. José María Córdova

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This article analyses the lessons learned by the Spanish Army in the Security Force Assistance (SFA) Operation in Iraq between 2015 and 2020. The research uses primary data from 22 personal interviews conducted with Spanish officers and NCOs, as well as secondary data sourced from a database containing the Spanish Army’s online mission register. The results identify the scenarios and activities performed in SFA operations, as well as the main lessons learned by the Spanish Army in Iraq. The two main lessons are the prevention of internal attacks and the relevance of awareness of cultural dimensions to improve training processes. Conclusions can be extrapolated to other European armies, providing policy recommendations for training local forces in SFA operations.

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Section: Scientific Literature Review Organizational Learning and Sec...mentioning

confidence: 99%

The Spanish Army in Security Force Assistance

López-Rodríguez

2023

Rev. Cient. Gen. José María Córdova

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“…La innovación militar se ve condicionada también por el modo en que las organizaciones militares copian o imitan a aquellos ejércitos que son percibidos como exitosos (Adamsky y Bjerga, 2010). Los procesos de innovación pueden conducir a la emulación de prácticas en ejércitos aliados o adversarios, estando justificada por un cálculo racional que asume que el cambio ya ha sido desarrollado con éxito y puede ser incorporado a la propia teoría militar.…”

Section: Aproximación Teórica a Los Procesos De Innovación Militarunclassified

Innovación militar en el Ejército español durante la guerra de Marruecos (1921-1927)

López-Rodríguez

2019

Rev. Esp. Cienc. Polít.

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El análisis de la actuación del Ejército español durante la guerra de Marruecos señala que el shock estratégico que supuso el Desastre de Annual en 1921 obligó a los militares a modificar su doctrina, orgánica y procedimientos operativos para incrementar su efectividad contra los rebeldes rifeños. Este análisis se basa en las teorías académicas anglosajonas e israelíes sobre la innovación militar, estableciendo una interrelación entre sus principales elementos para dotar de explicación a los procesos de cambio en el marco temporal seleccionado. El artículo también analiza el impulso para la innovación desde el nivel superior militar, la rivalidad interservicio entre Armada y Ejército, así como el modo en que la incorporación de nueva tecnología transformó la forma de hacer la guerra de los españoles. Debido a la falta de fuentes humanas, se han encontrado dificultades con respecto a la explicación de los procesos de innovación bottom-up, resaltando la importancia de los datos cualitativos para los estudios de innovación militar. Este caso de estudio histórico es una contribución desde una perspectiva de la ciencia política que busca cubrir un vacío en la literatura académica española e inferir conclusiones teóricas sobre el modo en que tiene lugar el cambio militar en España.

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“…As customers are constantly engaging with technology, their expectations of companies have also changed. The digital revolution has impacted a range of industries including education (Hamidi et al, 2011), military (Adamsky and Bjerga, 2010), tourism (Buhalis, 1998) and entertainment (Sheau, 2012). Operating in this digital environment has lead companies to become information-intensive as opposed to the traditional labour and capital-intensive business (Dusek, 2006).…”

Section: Impact Of Digital Channelsmentioning

confidence: 99%

Typologies and touchpoints: designing multi-channel digital strategies

Straker

Wrigley

Rosemann

2015

Journal of Research in Interactive Marketing

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Purpose – This study aims to gain a clearer understanding of digital channel design. The emergence of new technologies has revolutionised the way companies interact and engage with customers. The driver for this research was the suggestion that practitioners feel they do not possess the skills to understand and exploit new digital channel opportunities. To gain a clearer understanding of digital channel design, this paper addresses the research question: What digital channels do companies from a wide range of industries and sectors use? Design/methodology/approach – A content analysis of 100 international companies was conducted with multiple data sources to form a typology of digital “touchpoints”. The appropriateness of a digital channel typology for this study was for developing rigorous and useful concepts for clarifying and refining the meaning of digital channels. Findings – This study identifies what digital channels companies globally currently employ and explores the related needs across industries. A total of 34 digital touchpoints and 4 typologies of digital channels were identified across 16 industries. This research helps to identify the relationship between digital channels and enabling the connections with industry. Research limitations/implications – The findings contribute to the growing research area of digital channels. The typology of digital channels is a useful starting point for developing a systematic, theory-based study for enabling the development of broader, comprehensive theories of digital channels. Practical implications – Typologies and touchpoints are outlined in relation to industry, company objectives and customer needs to allow businesses to seize opportunities and optimise performance through individual touchpoints. A digital channel model as a key outcome of this research guides practitioners on what touchpoint to implement through an interrelated understanding of industry, company and customer needs. Originality/value – This is the first paper to explore a range of industries in relation to their use of digital channels using a unique content analysis. Contributions include clarifying and refining digital channel meaning; identifying and refining the hierarchical relations among digital channels (typologies); and establishing typology and industry relationship model.

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Introduction to the Information-Technology Revolution in Military Affairs

Cited by 9 publications

References 4 publications

The Spanish Army in Security Force Assistance

The Spanish Army in Security Force Assistance

Innovación militar en el Ejército español durante la guerra de Marruecos (1921-1927)

Typologies and touchpoints: designing multi-channel digital strategies

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