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001431893 001__ 1431893
001431893 003__ OCoLC
001431893 005__ 20230309003410.0
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001431893 019__ $$a1195455842$$a1197838120
001431893 020__ $$a9783030524333$$q(electronic bk.)
001431893 020__ $$a3030524337$$q(electronic bk.)
001431893 020__ $$z3030524329
001431893 020__ $$z9783030524326
001431893 0248_ $$a10.1007/978-3-030-52
001431893 035__ $$aSP(OCoLC)1194960385
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001431893 049__ $$aISEA
001431893 050_4 $$aUA10$$b.Y56 2021
001431893 08204 $$a355.3$$223
001431893 24504 $$aThe yin-yang military :$$bambidextrous perspectives on change in military organizations /$$cJacqueline Heeren-Bogers [and five others], editors.
001431893 264_1 $$aCham, Switzerland :$$bSpringer,$$c[2021]
001431893 300__ $$a1 online resource
001431893 336__ $$atext$$btxt$$2rdacontent
001431893 337__ $$acomputer$$bc$$2rdamedia
001431893 338__ $$aonline resource$$bcr$$2rdacarrier
001431893 504__ $$aIncludes bibliographical references.
001431893 5050_ $$aIntro -- Prologue: Ambidexterity, Viability, and Identity -- Contents -- Part IStructures and Networks -- 1 Resolving Contradictions in Military Operations via Ambidexterity -- 1.1 Introduction -- 1.2 Ambidexterity in Business -- 1.3 Military Operations and Ambidexterity -- 1.4 The Pragmatism that Underlies Ambidexterity -- 1.5 Resolving Dualisms -- 1.5.1 Psycho-philosophical Dualisms -- 1.5.2 Moral Dualisms -- 1.6 Soeters's Pragmatism -- 1.7 Framing and Reframing Dualisms -- 1.8 Conclusion -- References
001431893 5058_ $$a2 Unravelling the Process Dimension of Ambidexterity: Reinterpreting a Case of Collaborative Digital Servitization -- 2.1 Introduction -- 2.2 Literature Background and Research Framework Ambidexterity -- 2.3 Servitization -- 2.4 Methodology -- 2.4.1 Design -- 2.4.2 Framework for Empirical Research -- 2.4.3 Details on Data Collection -- 2.4.4 Analysis -- 2.5 Findings: A Process View on Ambidexterity -- 2.6 Organizational Strategizing Encompassing Both Exploitation and Exploration -- 2.7 Creating Value in an Exploitative, Routine Sense -- 2.8 Closed Organizational Exploration
001431893 5058_ $$a2.8.1 Currently Active Organizational Efforts to Develop Short-Term Value Creation -- 2.8.2 Long-Term Strategic Orientation, Repositioning and Innovation Strategy -- 2.9 Desire to Understand and Transfer Exploitation Originating Elsewhere -- 2.10 Experiences of Organizational Participation in Open Innovation -- 2.11 Organizational Expectations from and Experiences of Working with Academics and Consultants on Open Innovation -- 2.11.1 Afterthoughts: Order to Ambidexterity's Multiple Processes? -- 2.12 Discussion -- References -- 3 African Winds: Versatile Value Creation in the Military
001431893 5058_ $$a3.1 Introduction -- 3.2 Theory -- 3.3 African Winds -- 3.4 Data Collection -- 3.5 Analyzing African Winds from an Organizational Ambidexterity Perspective -- 3.5.1 Contextual Ambidexterity -- 3.5.2 Cyclical Ambidexterity -- 3.5.3 Structural Ambidexterity -- 3.5.4 Reciprocal Ambidexterity -- 3.6 Conclusion and Discussion -- References -- Part IITasks and Roles -- 4 Peace Operations in a Changed "Warscape": A Call for Polydexterity -- 4.1 The Origins and Precursors of Current Peace Operations -- 4.2 Changing Peace Operations Over the Last Seven Decades
001431893 5058_ $$a4.3 The Challenges of a Changed "Warscape" and Divisive Politics -- 4.3.1 New Security Threats -- 4.3.2 Changing Nature of Warfare -- 4.3.3 A Shifting International Order -- 4.3.4 Dilemma Management -- 4.3.5 Coordination and Unity of Effort -- 4.3.6 Too High or Realistic Ambitions -- 4.4 Reforms and Future Directions -- 4.5 Conclusions -- References -- 5 Civil-Military Interaction Meets Civil-Military Relations: Confronting the Two Literatures in a Reflection on Ambidextrous Civil-Military Practices -- 5.1 Introduction
001431893 506__ $$aAccess limited to authorized users.
001431893 520__ $$aThis book examines change processes and the challenge of ambidexterity in military organizations. It discusses how military organizations can better adapt to the complex, and at times chaotic, environments they operate in by developing organizational ambidexterity. The authors identify various multiple tasks and functions of military organizations that require multi-dimensional and often contradictory operational, technological, cultural, and social skills. In analogy to the often-opposed functions performed by the right and left hand of the body, modern military organizations are no longer one-dimensional fighting machines, but characterized by a duality of tasks, such as fighting and peacekeeping which often make part and parcel of one and the same mission. The military is both a "hot" and a "cold" organization (a crisis management organization and a bureaucracy). As such, the book argues that these dualities are not necessarily opposed but can serve as complementary forces, like the yin and yang, to better the overall performance of these organizations. As a consequence, ambidextrous organizations excel at complex tasking and are adaptable to new challenges. Divided into four parts: 1) structures and networks; 2) cultural issues; 3) tasks and roles; 4) nations and allies, it appeals to scholars of military studies and organization studies as well as professionals working for governmental or military organizations
001431893 588__ $$aOnline resource; title from digital title page (viewed on October 28, 2020).
001431893 650_0 $$aArmed Forces$$xOrganization.
001431893 650_0 $$aOrganizational change.
001431893 650_6 $$aForces armées$$xOrganisation.
001431893 650_6 $$aChangement organisationnel.
001431893 655_0 $$aElectronic books.
001431893 7001_ $$aHeeren-Bogers, Jacqueline,$$eeditor.
001431893 77608 $$iPrint version:$$z3030524329$$z9783030524326$$w(OCoLC)1156994877
001431893 852__ $$bebk
001431893 85640 $$3Springer Nature$$uhttps://univsouthin.idm.oclc.org/login?url=https://link.springer.com/10.1007/978-3-030-52433-3$$zOnline Access$$91397441.1
001431893 909CO $$ooai:library.usi.edu:1431893$$pGLOBAL_SET
001431893 980__ $$aBIB
001431893 980__ $$aEBOOK
001431893 982__ $$aEbook
001431893 983__ $$aOnline
001431893 994__ $$a92$$bISE