| Publication |
Jul-Aug 2004.
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| Summary/Abstract |
This piece attempts to add to the discourse on violent substate political activism by underscoring certain overlooked elements in the study of groups such as Al Qaeda as it relates to organizational paradigms. Specifically, this essay sheds light on the nature of networks in the business world and the ways in which firms utilize organization as a method of creating value. This article starts with the assumption that the end of firm organization is ultimately the maximization of innovative capacity. The conclusion of this essay finds that Al Qaeda's use of networks has not created the indestructible conglomerate many students of terrorism fear, but rather that the resort by Al Qaeda to an all-channel network was the result of poor strategy and indeterminate political goals that have robbed it of much of its effectiveness. This study uses cursory examinations of several other similar organizations to underscore the difference in strategy and firm innovation between firms considered to have high added-value and Al Qaeda.
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