Articles

Dominant normative theories of civil-military relations focus on ideal-type scenarios that do not reflect the messy, inherently political character of elite decision-making. A case study of civil-military dynamics during the Iraq War identifies four decision-making strategies that George W. Bush and Barack Obama used to avoid incurring a domestic political penalty for rejecting the military’s preferences.

Can intelligence serve as a coercive instrument in international relations? While coercion literature mostly addresses military and economic means, this article argues that coercion can also include the deliberate public disclosure of intelligence. Intelligence can be employed to threaten adversaries, reduce their latitude, and force them to adjust their plans and operations

From 1991 to 2003, the Iraqi leadership faced a cheater’s dilemma —specifically, how much it should disclose about its past weapons of mass destruction capabilities and cover-up efforts. An examination of the Iraqi leadership’s handling of this key policy dilemma reveals how pervasive principle-agent problems shaped Iraqi behavior.

The U.S. military’s prevailing norms of military professionalism are poorly suited to meet today’s civil-military challenges. They undermine the military’s nonpartisan and apolitical ethos, weaken civilian leaders' control of military activity, and undercut the country’s strategic effectiveness in armed conflict.

Presidents will alter the timing and nature of military strategy in light of electoral constraints, delaying or weakening controversial courses of action.

Nathaniel L. Moir reviews In The Warlords' Shadow: Special Operations Forces, the Afghans, and Their Fight Against the Taliban by Daniel R. Green  (Naval Institute Press, 2017).

Many states have been paid to join multilateral military coalitions. These payments are largely covered by “pivotal states”—those that care the most about an operation’s success—and take the form of deployment subsidies and political side deals to attract critical contributors to the mission.