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| 1 |
ID:
102301
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| 2 |
ID:
109073
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| Publication |
2011.
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| Summary/Abstract |
One of the most dramatic developments in the field of armaments has been the rise of international collaboration over the last several decades. Nowhere has this phenomenon been more pronounced than the domain of military aircraft, where few states possess the resources to remain autonomous. Surprisingly, despite the theoretical advantages of interoperability and economies of scale, armaments collaboration has rarely, if ever, proven efficient. This article examines how states have employed governance structures, over time, to improve the collaborative process. To preview the conclusion, a stark trade-off exists between states' ability to control principal-agent dynamics and minimize collective action problems. Consequently, the dilemma of armaments collaboration is that any attempt to address principal-agent dynamics will aggravate collective action problems and vice-versa. With this in mind, it may be futile to continue reforming armaments collaboration because any governance structures will result in a deleterious combination of principal-agent dynamics and collective action problems.
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| 3 |
ID:
126468
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| Publication |
2012.
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| Summary/Abstract |
Boeing has a long history in India, beginning with its 707 commercial jetliner that was acquired by Air India in 1960. The wait for successful military orders took much longer, but Boeing has done its homework well to come out on top for important contracts for the Indian Air Force (IAF) and Indian Navy (IN). Importantly for Boeing, the orders all have the potential for repeat orders, ensuring that Boeing will be busy well into the next decade. Boeing's success in the Indian market is also a huge opportunity for Indian aerospace and software companies as Boeing purchases goods and services from more than 23,000 suppliers across the world worth more than USD 50 billion each year. The company's global supply chain contributes more than 60 per cent of the value of its products. Boeing delivered 601 commercial airplanes and supported the delivery of 144 production military aircraft in 2012!
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| 4 |
ID:
141034
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| 5 |
ID:
128021
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| Publication |
2014.
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| Summary/Abstract |
Fighter aircraft development is difficult and high-risk and only few countries have
the ability to develop their own. Taiwan, as a latecomer, has been successful in
the development of a high-performance fighter. This paper illustrates the Taiwan
experience by the method of system dynamics. The results of this study show that
such development by latecomers has the following characteristics: (1) The government
has a strong commitment to the development due to serious external threats; (2) at least
a firstcomer must exist to provide the necessary key technologies; (3) development
requires the long-term accumulation of manpower and technology. This study also
uses the method of the casual feedback loop to interpret and discuss the development
of other latecomers.
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| 6 |
ID:
128245
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| Publication |
2013.
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| Summary/Abstract |
It was surprising that whereas every country wanted to produce her own war material, in India, even very senior officials and Ministers wanted to remain dependent on foreign countries and government for military hardware and would not take any initiative for local production. These people did not understand that a country must not remain forever dependent on another country for her military requirement as, in the event of a war breaking out, that country could stop supplies, putting the receiving country in dire difficulties when her need would be the most acute.
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| 7 |
ID:
132264
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| Publication |
2014.
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| Summary/Abstract |
Unlike the four earlier editions of international trade media briefings (TMB) this time around the head of airbus defence and space (military aircraft), Doningo - Urea Raso appeared a bit subdued initially. But it was just play of light in the fading hours of the day at La-Hacienda, a 17th century Andalusian fort of the outskirt of Seville.
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| 8 |
ID:
102305
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| 9 |
ID:
102306
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| 10 |
ID:
094418
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| 11 |
ID:
056909
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| 12 |
ID:
146632
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| Contents |
Make in India” has been around for some time now, both as a slogan and as a rallying point for industrial lobbies. As far as the aerospace industry is concerned, the single major act of faith the government can perform is to level the playing field for private players. The only way that can be done is to permit fair competition between PSEs and private industries so that their individual strengths are pitted against each other in ‘May the best man win!’ gladiatorial, free market arenas. The private sector has amply demonstrated its capability and willingness to aoutdo public sector achievments. All it needs is a chance to do so.
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| 13 |
ID:
074146
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| 14 |
ID:
010793
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| Publication |
June 1996.
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| Description |
18-24
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| 15 |
ID:
131196
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| Publication |
2014.
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| Summary/Abstract |
A boom in sales to countries on the Arabian peninsula helped double Spain's defence and dual use export from Euro1.95 billion (USD 2.66 billion) in 2012 to Eur3.9 Billion last year, according to the annual report from the Spanish department of trade.
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| 16 |
ID:
130492
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| Publication |
New Delhi, Institute for Defence Studies and Analyses, 2014.
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| Description |
104p.Pbk
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| Series |
IDSA Monograph Series No.33
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| Standard Number |
9789382169345
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Copies: C:2/I:0,R:0,Q:0
Circulation
| Accession# | Call# | Current Location | Status | Policy | Location |
| 057697 | 358.4/KAP 057697 | Main | On Shelf | General | |
| 057698 | 358.4/KAP 057698 | Main | On Shelf | General | |
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| 17 |
ID:
122293
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