Monten, Jonathan and Bennett, Andrew (2010) Models of crisis decision making and the 1990-91 Gulf War. Security Studies, 19 (3). pp. 486-520. ISSN 1556-1852
Full text not available from this repository.Abstract
The 1991 Persian Gulf War is a “most likely” case for several crisis decision-making models. It commanded presidential attention, arose when bureaucrats were fighting over post-Cold War budgets, and evoked the strong organizational cultures of the U.S. Army, Navy, Air Force, and Marines. We use this case to assess the contexts, decision stages, and issue areas in which alternative crisis models have the most explanatory power. We find that presidents are most powerful in agenda setting, choosing among options, crises, and high-politics issues. Bureaucratic politics diminishes in crises and best explains the behavior of mid-level careerists, the formulation of options, and the shaping of post-war budgets. Most striking, even in crises organizational cultures strongly shape tactical military decisions, choices among weapons systems, and the willingness of officials to risk their careers on behalf of their organizations' values. Overall, these findings argue for greater attention to the influence of organizational cultures in crises.
| Item Type: | Article |
|---|---|
| Official URL: | http://www.informaworld.com/smpp/title~db=all~cont... |
| Additional Information: | © 2010 Taylor & Francis |
| Divisions: | Government |
| Subjects: | J Political Science > JZ International relations |
| Date Deposited: | 13 Apr 2011 12:03 |
| Last Modified: | 13 Nov 2024 03:21 |
| URI: | http://eprints.lse.ac.uk/id/eprint/35222 |
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