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ID:
046430
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| Publication |
London, Routledge, 2001.
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| Description |
xiii, 130p.
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| Standard Number |
0415182581
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Copies: C:1/I:0,R:0,Q:0
Circulation
| Accession# | Call# | Current Location | Status | Policy | Location |
| 046123 | 303.6/MIL 046123 | Main | On Shelf | General | |
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| 2 |
ID:
057962
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Jul-Sep 2004.
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| 3 |
ID:
161045
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| Summary/Abstract |
Weak mediators normally need to borrow leverage from more powerful players to provide efficient mediation. This situation requires strong co-operation between the weak mediator and more powerful actors or coalitions involved in a peace process. But what if this co-operation fails? This analysis demonstrates how lack of productive co-operation with the United States negatively affected Norway’s 9-year-long attempt to mediate in the conflict between the Sri Lankan government and the Liberation Tigers of Tamil Eelam between 2000 and 2009. More specifically, it explores how the United States views on terrorism in the aftermath of the terrorist attacks on 11 September 2001 limited Norway’s room for diplomatic manoeuvre. Based on a unique set of classified sources from the Norwegian Ministry of Foreign Affairs and interviews with key actors, the analysis demonstrates how diverging perceptions of a conflict can make mediation painfully challenging.
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| 4 |
ID:
124790
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2013.
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| Summary/Abstract |
This article engages one of the most widely discussed but poorly understood aspects of the Iraq War: the use of violence by private security companies. It explains why, despite sharing several important characteristics-coming from the same general population of military and police veterans, working for the same client during the same time period, performing the same tasks under the same client-imposed rules of engagement, and facing the same kinds of threats in the same general operating environment-the personnel who worked for Blackwater, the chief protector of US State Department employees in Iraq, killed and seriously injured far more people than their counterparts in DynCorp. The article argues that Blackwater's personnel killed and seriously injured far more people in Iraq than their DynCorp counterparts because Blackwater maintained a relatively bellicose military culture that placed strong emphasis on norms encouraging its security teams to exercise personal initiative, proactive use of force, and an exclusive approach to security, which together motivated its personnel to use violence quite freely against anyone suspected of posing a threat. If the trends established during the Iraq and Afghan Wars continue, then private security companies will see extensive employment in future conflicts. These findings, consequently, have implications that extend beyond the Iraq War and the particular firms under study. Indeed, they indicate that governments and other future clients should analyze the military cultures of the firms vying for their business and use the results as a basis for deciding which firms to hire and, to a great extent, represent them in unstable conflict zones.
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