Deterrence and overseas stability

The use of conventional armed forces in a deterrent role merits close consideration. Instability in weak or failing states can have global ramifications, while efforts to build stability take time. In principle, conventional deterrence can be used to buy the time required for such stabilization efforts. Attempts at deterrence will, however, need to overcome credibility problems stemming from the technical limitations associated with conventional armed forces, and with the likely requirement for multiple external actors to deter multiple intrastate audiences. While deterrence might work under certain circumstances, it will not play as central a role in strategy as it did during the Cold War.     

On valuing appreciating human assets in services

This paper derives optimal policies for when to hire, train, and lay off employees in service organizations when worker productivity appreciates deterministically or stochastically under constant, monotonic, and cyclic service demand. The model, an extension of the machine replacement problem from the engineering economy literature, uses infinite horizon linear programming to produce optimal personnel planning strategies and dual prices that characterize the workforce's economic value. The effect of employee attrition is also considered. In its valuation of human assets, unlike pure accounting approaches that only try to measure, this paper proposes an approach to capture the interaction between firm decisions pertaining to human resources and human resource value. © 2006 Wiley Periodicals, Inc. Naval Research Logistics, 2007     

India’s nuclear counter-revolution: nuclear learning and the future of deterrence

ABSTRACT

The India–Pakistan near war of February–March 2019 highlights India’s ongoing evolution in strategic thought and practice since its emergence in 1998 as an overt nuclear-weapon possessor. These changes, involving an increasing willingness to engage in the intentional escalation of conflict with a nuclear-armed rival willing to be the first to use nuclear weapons, challenge certain academic assumptions about the behavior of nuclear-weapon states. In particular, they undermine the expectations of the nuclear-revolution theory—which anticipates nuclear and conventional restraint among nuclear-armed rivals through fear of mutual assured destruction—and the model of nuclear learning which underpins this theory, in which new nuclear-weapon states gradually absorb this restraint through policy-maker learning. This article explores how India’s learning pathway since 1998 has deviated from these expectations. India is instead pursuing its own “revolution,” in the direction of creating capabilities for flexible response and escalation dominance. It concludes by illuminating the similarities between Indian strategic behavior and contemporary practices of other nuclear-armed states, and suggests that New Delhi’s emerging de facto nuclear doctrine and posture is part of a broader empirical challenge to our current conceptions of the nuclear revolution and of nuclear learning.     

What U.S. Navy strategists and defense planners should think about in the era of maritime great power competition

ABSTRACT

For the first time in a generation, the US Navy finds itself in an era of great power competition. As US naval strategists and defense planners begin to organise materially and conceptually to confront the strategic and operational-level challenges posed by China and Russia, what should they keep in mind? What should frame their thinking? Absorbed with the day-to-day tasks associated with managing how the fleet is being built, operated, and rationalised, these busy officers and civilians seldom can step back and gain some perspective on fundamental aspects of the security environment and relate those to naval purpose. To that end, this article provides a primer on what to keep in mind and how to think in an era of maritime great power competition.