Bridging the Gap: Mobilisation Constraints and Contractor Support to US and UK Military Operations

The increasing use of private military and security companies (PMSCs) has attracted considerable scholarly attention due to its corrosive effects on US democracy. Drawing on neoclassical realism, this article provides a comparative dimension to the study of the political drivers of military privatisation by analysing contractor support to US and UK operations in Iraq and Afghanistan. Domestic political constraints have shaped both US and UK response to the need for more boots on the ground, increasing the propensity to use contractors as a force multiplier in spite of their problematic impact on military effectiveness.     

Twittering for talent: Private military and security companies between business and military branding

Private military and security companies (PMSCs) play an increasingly important role in the provision of security-related services. In their attempts to win new clients and find suitable personnel, they take on different identities by presenting themselves as conventional businesses, military actors, and humanitarians. In this article, we examine how PMSCs deploy these identities when they recruit new personnel through social media. Our computer-assisted content analysis of Twitter messages posted by two major United States-based companies—CACI and DynCorp International—shows that while both PMSCs amplify their business and military identities to attract the most talented personnel, they construct and communicate these identities in different ways with CACI branding itself as a sophisticated, modern, and patriotic business and DynCorp as a home-grown, traditional military provider. In addition, our analysis lends force to scholars suggesting that state militaries and the private security sector compete increasingly for prospective employees using similar strategies.