Reserve forces and the transformation of British military organisation: soldiers, citizens and society

Edmunds, Timothy; Dawes, Antonia Lucia; Higate, Paul; Jenkings, Neil; Woodward, Rachel

doi:10.1080/14702436.2016.1163225

Cited by 24 publications

(26 citation statements)

References 25 publications

(8 reference statements)

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“…At that moment, the unit (e.g., fire brigade) becomes quickly effective and generates new experiences as a platform for learning and further professionalization. In the inactive state of LO, its main resources are embedded in one or more designated host organizations or distributed across undesignated host organizations, like in the case of volunteer fire brigades or military reserves (Edmunds, Dawes, Higate, Jenkings, & Woodward, 2016). In the latter case, the resources and capabilities are earmarked to be used by the LO (following institutional agreements or legal requirements), once an immediate need for action emerges.…”

Section: Activationmentioning

confidence: 99%

Latent organizing for responding to emergencies: foundations for research

Fenema

Romme

2020

J Org Design

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Time and again, many organizations and their staff members must respond to unexpected catastrophes like hurricanes (e.g., Katrina), virus pandemics (e.g., COVID-19), or other major emergencies. As a result, some organizations allow their employees to respond to external emergencies by engaging in response actions for a limited time, like in the case of emergency response teams. The latter teams consist of employees that act as emergency response officers who can respond to floods, train crashes, or other emergencies. Emergency response teams constitute an example of so-called latent organizing (LO) in the preparation for and response to any (unpredictable) future emergency. While latent organizing is ubiquitous in a societal and professional sense, it has hardly been studied in the organization design literature. In this paper, we develop a research agenda for studying LO. LO serves to prepare for and respond to emergencies, but otherwise remains largely dormant and inactive. When it is inactive, host organizations use the LO's human and other resources for their own gainful purposes. Resources for LO are thus organized in a quasi-permanent fashion, one that is rather latent until activated by an emergency. We further develop the construct of latency to explore how effective LO can be designed and facilitated. In addition, we develop a research agenda for future work in this area.

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Section: Activationmentioning

confidence: 99%

Latent organizing for responding to emergencies: foundations for research

Fenema

Romme

2020

J Org Design

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“…The government extended its powers to call out for reservists to join regular forces when needed. A further white paper entitled “Future Reserves 2020: Delivering the Nation's Security Together,” reemphasized the reservists' contribution to defence and national security (Ministry of Defence 2012); this followed the 2015 SDSR and the Future Force 2020, which had by then turned into “strategy‐oriented” schemes (Edmunds et al 2016).…”

Section: Defence Governance and Post‐new Public Managementmentioning

confidence: 99%

Introducing Change in Public Service Organizations under Austerity: The Complex Case of the Governance of the Defence in the United Kingdom

Solar

2020

Politics & Policy

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Introducing, managing, and sustaining change in public service organizations is challenging for policy makers to implement and for scholars to theorize. In 2010, the U.K. Government introduced policy changes to help bring down the national deficit. The executive's planned reforms aimed to deliver a so‐called battle‐winning military force, a smaller and more professional Ministry of Defence, and an affordable overall defence organization. The article borrows from theories of management and public policy to help enlighten our understanding of change under New Public Management and governance approaches. The article's central claim is that the U.K. Government sought to correct cost‐efficiency processes in public service organizations trying to reshape organizational and managerial structures dependent on many internal and external pressures. The article examines the executive's purpose in developing a need for change and the ways to implement it. I question whether the U.K. Government's prescriptive and hierarchical approach to organizational change in public administration is sustainable in the long term. Related Articles Ariely, Gal. 2011. “Why People (Dis)Like the Public Service: Citizen Perception of the Public Service and the NPM Doctrine.” Politics & Policy 39 (6): 997‐1019. https://doi.org/10.1111/j.1747-1346.2011.00329.x Burau, Viola, and Carole Clavier. 2018. “Understanding Gaps in the Coexistence between Different Modes of Governance: A Case Study of Public Health in Schools in a Multilevel System.” Politics & Policy 46 (4): 604‐629. https://doi.org/10.1111/polp.12269 Monza, Sabina, and Eva Anduiza. 2016. “The Visibility of the EU in the National Public Spheres in Times of Crisis and Austerity.” Politics & Policy 44 (3): 499‐524. https://doi.org/10.1111/polp.12163

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“…A century after Todd () observed it, this recruitment drive probably aligns just as well to Ministry of Defence imperatives to find employment for those leaving a downsizing military (Edmunds et al . ) as it does to the MoJ's need to recruit new officers to replace those leaving the prison service. But such a frank reification and valorisation of military virtues, in which the notion of ‘discipline’ comes practically and conceptually to the fore, raises key issues about the nature of the prison officer role in support of the humanitarian, rehabilitative, and custodial goals of the prison service.…”

Section: Conclusion: the Prison‐military Complex And The Reform Agendamentioning

confidence: 99%

Soldiering On? The Prison‐Military Complex and Ex‐Military Personnel as Prison Officers: Transition, Rehabilitation and Prison Reform

Moran

Turner

Arnold

2019

Howard J Crime Justice

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Arguing that criminology has thus far inadequately theorised militarism as it relates to the prison system, this agenda‐setting article introduces the ‘prison‐military complex’ as a means to initiate examination of militarism in relation to institutions and practices of incarceration. In so doing, it identifies a key knowledge gap vis‐à‐vis the role of ex‐military personnel employed as prison staff; and poses key questions about the ways in which military staff and military methods are being directly targeted as a means to reform a prison service reeling from unprecedented levels of violence, self‐harm, riots, and escapes. Encouraging criminologists to think beyond stereotypical ideas about the military, the article revolves around a multiscalar articulation of the prison‐military complex, discussed here as it relates to reform of the prison system as a whole; the rehabilitation of offenders; and individuals’ ex‐military transitions to civilian life.

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Reserve forces and the transformation of British military organisation: soldiers, citizens and society

Cited by 24 publications

References 25 publications

Latent organizing for responding to emergencies: foundations for research

Latent organizing for responding to emergencies: foundations for research

Introducing Change in Public Service Organizations under Austerity: The Complex Case of the Governance of the Defence in the United Kingdom

Soldiering On? The Prison‐Military Complex and Ex‐Military Personnel as Prison Officers: Transition, Rehabilitation and Prison Reform

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