Locating Al Qaeda's Center of Gravity: The Role of Middle Managers

This article claims that the ongoing debate about the structure and dynamics of Al Qaeda has failed to appreciate the importance of an organizational layer that is situated between the top leadership and the grass-roots. Rather than being “leaderless,” it is the group's middle management that holds Al Qaeda together. In Clausewitzian terms, Al Qaeda's middle managers represent a center of gravity—a “hub of … power and movement”—that facilitates the grass-roots’ integration into the organization and provides the top leadership with the global reach it needs in order to carry out its terrorist campaign, especially in Europe and North America. They are, in other words, the connective tissue that makes Al Qaeda work. The article substantiates this hypothesis by providing a number of case studies of Al Qaeda middle managers, which illustrate the critical role they have played in integrating the grass-roots with the top leadership. The policy implications are both obvious and important. If neither the top leadership nor the grass-roots alone can provide Al Qaeda with strategic momentum, it will be essential to identify and neutralize the middle managers, and—in doing so—“cause the network to collapse on itself.”     

Conspiracy Theories and the Paranoid Style(s) of Mass Opinion

Although conspiracy theories have long been a staple of American political culture, no research has systematically examined the nature of their support in the mass public. Using four nationally representative surveys, sampled between 2006 and 2011, we find that half of the American public consistently endorses at least one conspiracy theory and that many popular conspiracy theories are differentiated along ideological and anomic dimensions. In contrast with many theoretical speculations, we do not find conspiracism to be a product of greater authoritarianism, ignorance, or political conservatism. Rather, the likelihood of supporting conspiracy theories is strongly predicted by a willingness to believe in other unseen, intentional forces and an attraction to Manichean narratives. These findings both demonstrate the widespread allure of conspiracy theories as political explanations and offer new perspectives on the forces that shape mass opinion and American political culture.     

Fueling the Populist Divide: Nativist and Cosmopolitan Preferences for Representation at the Elite and Mass Level

Political Behavior - Although populist leaders often employ an anti-elite discourse which presents the elite as unable or unwilling to represent ordinary citizens, we know very little about who...     

The coordinate plane of global governance

The ‘coordinate plane of global governance’ developed in this paper describes the trade-off between static gains and dynamic losses associated with international policy harmonization. A simple model illustrates how potential gains result from producing positive international spill-overs, whereas potential losses come from restricted systems competition between national policy regimes. The solution to this model allows identifying the cut-off level between policies suitable for global harmonization and policies which should better not be centralized. An application of the concept to selected policy fields illustrates its relevance for decision-making on global governance.

Corporate Incubators: Industrial R&D and What Universities can Learn from them

The explosive growth of incubation has seen a concurrent and significant increase in research on and knowledge of the incubation phenomenon. However, instead of comprehensively differentiating between non-profit and for-profit incubators, research has described a whole array of partly overlapping archetypes, thus missing out on important aspects. This article first offers two arguments validating a framework of what non-profit university incubators can learn from for-profit corporate incubators before presenting the framework itself. While corporate incubators are for-profit organizations with which to enhance a corporation’s technology development, university incubators try to leverage technological insights from the university in a similar manner. In accordance with their respective missions, organizational structures, incubator processes and resource flows, it is possible to transfer lessons learned from two corporate incubator archetypes—the fast-profit incubator and leveraging incubator—to the world of university incubator. Our empirical findings are based on in-depth case studies of 25 companies through 52 semi-structured interviews with managers of corporate incubators of large technology-intensive corporations in Europe and the U.S., two EU incubator benchmarking surveys and five interviews with the heads of technology transfer offices of two top technology universities.