| Srl | Item |
| 1 |
ID:
054914
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| 2 |
ID:
056480
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| 3 |
ID:
062580
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| 4 |
ID:
053733
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| Publication |
2004.
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| Description |
p137-160
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| Summary/Abstract |
By taking the route of international collaboration in developing and building its most advanced fighter aircraft, the Joint Strike Fighter (JSF), the US Department of Defense was seeking to ensure foreign market share, particularly in western Europe. Given the sharply falling weapons procurement budgets of the 1990s, these markets were deemed critical to the financial health of the American defence industrial base. The price of capturing those markets, however, could be high in terms of work-share and technology transfer to foreign industries and governments. The costs and benefits of international arms collaboration – specifically, the economic and security implications – need to be subject to more intensive policy analysis and public debate.
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| 5 |
ID:
067451
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| 6 |
ID:
067385
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| 7 |
ID:
023570
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| Publication |
March 2003.
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| Description |
17-22
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| 8 |
ID:
060829
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| Publication |
Nov-Dec 2004.
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| 9 |
ID:
055603
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| 10 |
ID:
066153
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| 11 |
ID:
023420
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| Publication |
Oct-Dec 2002.
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| Description |
504-514
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| 12 |
ID:
064840
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| 13 |
ID:
022745
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| Publication |
Autumn 2002.
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| Description |
83-94
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| 14 |
ID:
051708
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| Publication |
Jan-Feb 2004.
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| 15 |
ID:
056761
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| 16 |
ID:
083195
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| Publication |
2008.
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| Summary/Abstract |
New understandings of operational and security challenges in multidimensional missions have provided the momentum to overcome resistance to the establishment of an intelligence capacity in UN field missions. Joint Mission Analysis Centres (JMACs) have been set up in several missions and are beginning to fulfil this function, both with respect to security aspects of operations and (to a lesser extent) in support of integrated management. However, the contribution JMACs could make to integration is not being fully realized. This is partly a result of the choice to focus expectations for integration at the level of the head of mission, while neglecting to give institutions at a higher level the backing they need to effectively harmonize the priorities and impulses of the Security Council and other parts of the organization. This has led to a perception of integration as a technology of subordination that favours a security agenda over other goals of the UN system. Consequently, the JMAC has been unable to gain the trust and commitment it needs to fully realize its potential to support the strategic management of integrated missions
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| 17 |
ID:
065958
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| 18 |
ID:
068143
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| 19 |
ID:
056446
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| 20 |
ID:
023242
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| Publication |
Dec 2002.
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| Description |
45-49
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