Srl | Item |
1 |
ID:
019992
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Publication |
Aug 2001.
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Description |
254-274
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2 |
ID:
018300
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Publication |
Dec 2000.
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Description |
550-569
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3 |
ID:
061414
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Publication |
Apr 2005.
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Summary/Abstract |
This article traces the evolution of the Five Power Defence Arrangements (FPDA) since its establishment in 1971 to the present day. It details the evolution of the FPDA’s three main pillars: the Integrated Area Defence System (IADS), the architecture for political-military dialogue, and the exercise programme. In addition, the article tries to place the FPDA in the context of the security roles played by ASEAN, the ARF, intra-regional bilateral military ties, and the defence relationship with United States. It argues that, while the FPDA’s role in upholding regional security cannot be equated to the military contribution of the United States, and the grouping certainly faces significant challenges, it nevertheless contributes positively and innovatively to the ability of Malaysia and Singapore to address not only conventional threats, but increasingly asymmetric and non-conventional security challenges as well, thereby contributing to the overall maintenance of regional security
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4 |
ID:
060681
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Publication |
Mar 2005.
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Summary/Abstract |
The article examines the extent to which Vietnam, Laos and Cambodia have gained from their participation in ASEAN. To assess the security and diplomatic benefits of their membership, it identifies three expectations held by the Indochinese states--enhanced international status, improved security and relations vis-à-vis other ASEAN members, and more room for manoeuvre when dealing with non-member states. The study demonstrates, however, that while Vietnam, Laos and Cambodia are less isolated internationally after joining ASEAN, the actual benefits in terms of their relations with the other ASEAN members as well as non-member states have been more ambiguous. With ASEAN in mind, the article concludes by discussing the possible costs and drawbacks of enlargement that can transform any international organisation into a less influential and cohesive institution.
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5 |
ID:
020378
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Publication |
Oct 2001.
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Description |
829-842
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6 |
ID:
015116
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Publication |
Sept 1992.
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Description |
830-847
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