Why Do Soldiers Give Up? A Self-Preservation Theory of Surrender

Surrender, or capitulation to the adversary in combat, can have a significant impact on the duration, intensity, and outcomes of battles and wars. Yet the reasons why soldiers choose to capitulate are not well understood. This article advances a new theory of surrender that argues soldiers are most likely to surrender when they perceive proximate environmental signals leading them to expect humane treatment and a relatively short period of captivity and least likely to give up when those signals lead them to expect abusive treatment and lengthy imprisonment. The model is tested through a detailed examination of surrender rates in World War I and findings indicate that it explains more of the observed variation than do existing theories of capitulation. What little systematic data exists on surrenders during twentieth century interstate wars corroborates these findings. Implications for scholars and policymakers are briefly considered.     

Sleaze or clear blue water?: the evolution of corporate and pressure group representation at the major UK party conferences

There has been growing academic and public interest in corporate political lobbying in both the UK and EU in recent years. In Britain, links between politicians and commercial interests have been one of the areas examined by the Committee on Standards in Public Life (‘the Nolan Committee’ and now ‘the Neill Committee’). A visible but under‐researched aspect of political lobbying by firms and other groups is the range of activities that take place at annual party conferences. An exhaustive study of these activities at the three main British party conferences between 1994–97 is reported, covering the period from Tony Blair's first appearance as party leader to the aftermath of the 1997 General Election. There is clear growth of visible lobbying, particularly at the Labour conferences, over the period leading up to the election, and a dropping off in 1997; particularly at the Conservative conference. The implications of the results for organisations, and particularly for public affairs practitioners, are considered. Copyright © 2002 Henry Stewart Publications