Browsing by Author "Taylor, Prof T."
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Item Open Access The Armed Forces of Australia, Britain and Canada and the impact of culture on joint, combined and multi-national operations : a methodology for profiling national and organisational cultural values and assessing their influence in the international workplace(Cranfield University, 2004-01) Stocker, A.; Taylor, Prof T.This study identifies the influence of national and military organisational values on the cultures of the armed forces of Australia, Britain and Canada, in order to assess the impact of culture on Joint, Combined and Multinational operations. This is achieved by: · Defining culture, values and related concepts. · Outlining a viable methodology to examine and profile cultural values. · Demonstrating why values form the basis of this study. · Reviewing the body of cross-cultural academic literature on cultural values and the military. · Executing a measurement of values in a consistent and academically sound manner. · Examining national influences on the culture of the armed forces of Australia, Britain and Canada. · Examining intra- national organisational influences on the culture of the services of the armed forces of Australia, Britain and Canada. · Examining international organisational influences on the culture of the services of the armed forces of Australia, Britain and Canada. · Focusing on the values of the armed forces examined in this study in order to compare the findings with the results obtained from the Values Survey Module. · Discussing the implications of the findings of this study and demonstrate how the values of the nations and organisations that have been examined can be expected to affect future operations.Item Open Access Making vision into power : Britain's acquisition of the world's first radar-based integrated air defence system 1935 - 1941(Cranfield University, 2008-05-23T11:48:54Z) Judkins, P. E.; Taylor, Prof T.This thesis represents the first application of a current conceptual model of defence acquisition to analyse the historical process, the 1935 - 1941 British acquisition of an integrated air defence system pivoted upon the innovative technology of radar. For successful acquisition of a military capability, the model posits that balanced attention must be focused acoss eight 'lines of developmen' - not only equipment, but also doctrine and concepts, logistics, structures, personnel, organisation, training and information with an overarching requirement for interoperability. This thesis contrasts what turned out to be a successful acquisition, of radar to achive air interception capability by day in the Battle of Britain, with less successful acquisition, or radar to achieve the same capability at night, where an effective system arrived too late to ward off the Blitz. The results establish the validity of the model and its attendant lines of development concepts, and furnish new insights into acquisition processes and military history. Acquisition lessons are derived for the capability-based involvement of industry, for the experience and personality necessary for key managers at different 'life stages' of an acquisition and for the avoidance of over-rapid 'dysfunctional diffusion' of innovative technologies. Historical insights for the Battle of Britain include the sub-optimal performance, for trivial reasons, of key South Coast radars, and the critical importance of the human elements of the radar-based air defence system. For the Blitz, airborne radar hardware has previously been identified as a key problem, whereas research here exposes the greater need for accurate ground control radar, the sound selection and training of pilots and operators in new tactics, and provision of equipment maintainers and test gear. New evidence illustrates that pursuit of an alternative to radar significantly delayed the optimal solution, and throws fresh light both on personalities and on development process management.