The geopolitics of climate change: power transitions,conflict and the future of military activities

Climate change is emerging as one of the primary geopolitical challenges of the early twenty-first century, one that will likely involve military engagements and deployments in both traditional and non-traditional missions. Unlike mass casualty terrorism, climate change does not have a single galvanising event that can encourage collective mitigation efforts by both developed and developing states. International efforts to counter putative climate change causes have, thus far, been only marginally successful. Consequently, some of the more pernicious effects of climate change—extreme weather, heat waves, droughts and floods—will likely continue to manifest in the years and decades ahead. From a geopolitical perspective, climate change may influence the trajectory of rising or declining states in an increasingly multipolar world. It may also induce or exacerbate resource competition between states, particularly with regard to energy resources, water and food. Climate change may also exert a general weakening effect on lesser developed countries, thus necessitating increasingly intrusive and costly humanitarian assistance and disaster response (HADR) missions, some of which may be conducted by military agencies. Overall, these trends suggest that climate change will continue to emerge as a significant factor that shapes and defines future military missions and deployments.     

RISK MANAGEMENT: E-BUSINESS STRATEGY RISK MANAGEMENT

In recent years dynamic internet-based start-ups have captured the public imagination through the creation of revolutionary business models. As we are now seeing, many lack the financial stamina to survive and become profitable. Attention has switched to how established companies are trying to clone these new models to their competitive advantage. However, in the rush to do so, many organizations are making quite fundamental strategic mistakes; mistakes that are often then repeated by others. This may be because they have failed to recognize the need to apply advanced risk management thinking to both the strategic and implementation issues surrounding the E-business imperative.     

Of ‘Strong’ Leadership,Crisis Communication,and Pooper Scoopers: Change in the Queensland Public Service Under Newman

Governments have historically offered their workforce a public service bargain founded on stable pay and conditions and job security. However, while the Westminster system aims for public service employment to be protected from the whims of government, public servants are nonetheless affected by the political environment in which they operate and changes to this bargain can occur with a new government. This paper focuses on a Queensland public service change process that resulted in large‐scale forced redundancies, non‐renewal of temporary contracts, and legislative changes that nullified the provisions in job security, organisational change, and redundancy policies. Using communication as a lens through which to understand leadership, it examines how the government communicated with the public service about this organisational change, immediately before and after the 2012 election. In particular, through analysis of public and media commentary, speeches and Hansard records, it examines Premier Newman's change leadership and communication by contrasting pre‐election messages to the public service with post‐election messages about the public service and the justifications for change during this period of downsizing. This analysis is used to reflect on political leadership, communication, fair treatment, and trust in public service change.     

Law Enforcement Lessons Learned from Hurricane Katrina

Major disasters represent infrequent events that often require response organizations to vicariously learn from the experiences of others in order to improve their operations. A primary mechanism for such knowledge diffusion is the different practitioner and empirical journals for the organizational fields that comprise disaster response. A review of the literature for the law enforcement field, however, reveals that little attention is given to how these organizations manage actual disasters. In particular, the presentation of organizational experiences, whether through case studies or other methodologies, is very limited in the practitioner and empirical literature of this field. This represents a considerable problem for improvements of disaster response operations given that law enforcement agencies represent a key component in such efforts. The research presented in this article is an effort to fill this knowledge gap and thereby facilitate organizational learning to improve future law enforcement disaster response activities. The authors traveled to Mississippi and Louisiana after Hurricane Katrina to examine the response efforts of state and local law enforcement agencies to the storm. The findings from this research are reported here in a lessons‐learned format to inform law enforcement disaster response policy.     

Collaboration,information, and preservation: The role of expertise in farmland preservation task forces

Collaboration between agencies, private groups, and citizens in the field of natural resource management is generally seen as a productive strategy in challenging management situations. Collaborative management is particularly appealing in efforts like farmland preservation, which depend for their success on local initiative and support. However, such partnerships may create new dilemmas about the appropriate use of information in management. This paper analyzes the use of information by 15 county-wide Farmland Preservation task forces in the state of Ohio, U.S.A.