Cultural Dimensions Of Strategy And Policy

There has been a growing recognition in the post-Cold War era that culture has increasingly become a factor in determining the course of today's complex and interconnected world. The U.S. experience in Afghanistan and Iraq extended this trend to national security and military operations. There is also a growing recognition by the national security community that culture is an important factor at the policy and strategy levels. Cultural proficiency at the policy and strategy levels means the ability to consider history, values, ideology, politics, religion, and other cultural dimensions and assess their potential effect on policy and strategy. The Analytical Cultural Framework for Strategy and Policy (ACFSP) is one systematic and analytical approach to the vital task of viewing the world through many lenses. The ACFSP identifies basic cultural dimensions that seem to be of fundamental importance in determining such behavior and thus are of importance in policy and strategy formulation and outcomes. These dimensions are (1) Identity, or the basis for defining identity and its linkage to interests; (2) Political Culture, or the structure of power and decisionmaking; and (3) Resilience, or the capacity or ability to resist, adapt or succumb to external forces. Identity is the most important, because it ultimately determines purpose, values and interests that form the foundation for policy and strategy to attain or preserve those interests.

There has been a growing recognition in the post-Cold War era that culture has increasingly become a factor in determining the course of today's complex and interconnected world. The U.S. experience in Afghanistan and Iraq extended this trend to national security and military operations. There is also a growing recognition by the national security community that culture is an important factor at the policy and strategy levels. Cultural proficiency at the policy and strategic levels means the ability to consider history, values, ideology, politics, religion, and other cultural dimensions and assess their potential effect on policy and strategy. The Analytical Cultural Framework for Strategy and Policy (ACFSP) is one systematic and analytical approach to the vital task of viewing the world through many lenses. The ACFSP identifies basic cultural dimensions that seem to be of fundamental importance in determining such behavior and thus are of importance in policy and strategy formulation and outcomes.

This book shows how one of the most powerful tools of security studies—strategic culture—illuminates the origins and implications of the Asia-Pacific region’s difficult issues, from the rise of China and the American pivot, to the shifting calculations of many other actors. Strategic culture sometimes challenges and always enriches prevailing neo-realist presumptions about the region. It provides a bridge between material and ideational explanations of state behavior and helps capture the tension between neoclassical realist and constructivist approaches. The case studies in this book survey the role of strategic culture in the behaviors of Australia, China, Japan, the Philippines, South Korea and the United States. They show the contrast between structural expectations and cultural predispositions, as realist geopolitical security threats and opportunities interact with domestic elite and popular interpretation of historical narratives and distinctive political-military cultures to influence security policies. The concluding chapter devotes special attention to methodological issues at the heart of strategic cultural studies, as well as how culture may impact the potential for future conflict or cooperation in the region. The result is a body of work that helps deepen our understanding of strategic cultures in the Asia-Pacific in comparative perspective and enrich security studies. This bookw as published as a special issue of Contemporary Security Policy.

Volume II continues the analyses and discussion of national security policy and strategy.

This book examines the rapidly expanding EU agency’s distinct role in EU border control, showing that Frontex is a prominent border control actor that reshapes the EU borders by promoting a new border control culture. Bringing culture into the analysis of Frontex, this book offers an alternative in-depth understanding of the agency’s function, focusing on the production and diffusion of border control assumptions and practices within a border control community. Based on data drawn from primary research at Frontex and two EU external borders, namely Lampedusa and Evros, this book examines Frontex’s contribution to the emergence of a new border control culture in Europe, replacing the pre-existing Schengen culture. Compared with the existing literature on Frontex, this novel account takes into consideration the evolving nature of borders and border control, discussing three contemporary challenges for the established border control regime: Brexit, the COVID-19 pandemic, and hard security preoccupations, such as the fall-out from the Russian invasion in Ukraine and the weaponisation of migration at the Greek-Turkish land border. Frontex and the Rising of a New Border Control Culture in Europe will appeal to scholars and students of border management, EU studies, migration, geography, international relations, and security, along with policymakers and practitioners with an interest in EU border control and Frontex.

Contemporary thought in HRM focuses to a large extent on HR strategy, but neglects the policy function as the vital link between strategy and practice. Human Resource Policy describes how policies anchor HR practice and connect HR to organisational strategy. It reaffirms the importance of policy and the need for practitioners to possess skills in the research, development, writing and implementation of HR policies. The book also examines 16 important policy areas and discusses the various policy options that might apply, depending on the organisation’s nature, the legal framework that applies to it and its strategic needs.