Bibliografías temáticas / Leadership Decision making Vietnam War

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Literatura académica sobre el tema "Leadership Decision making Vietnam War"

Autor: Grafiati
Publicado: 4 de junio de 2021
Última modificación: 2 de febrero de 2022

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Artículos de revistas sobre el tema "Leadership Decision making Vietnam War"

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Asselin, Pierre. "Le Duan, the American War, and the Creation of an Independent Vietnamese State". Journal of American-East Asian Relations 10, n.º 1-2 (2001): 1–27. http://dx.doi.org/10.1163/187656101793645605.

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AbstractSince the end of the Vietnam War thirty years ago, Western scholars have made countless attempts at explaining that conflict's course and rationalizing its outcome. These attempts have considered a wide variety of elements ranging from the personalities of those involved in the decision- making process in Washington to the technologies used by American forces against their enemies in Indochina. Ironically, few scholars have considered the element that may have been most important in determining the outcome of the war, mainly the North Vietnamese leadership. As a result, little is known about the nature of that leadership. For many Western scholars, Ho Chi Minh inspired the North Vietnamese war effort, Vo Nguyen Giap coordinated it, and Pham Van Dong, as prime minister of the Democratic Republic of (North) Vietnam (DRVN), supervised the implementation of Ho and Giap's policies. That others may have been involved and influential in the decision-making process in Hanoi is rarely considered in Western scholarship. We accept the notion that the Ho-Giap-Dong axis led the effort against the United States, and the zeal of the North Vietnamese people carried Hanoi to victory.
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Saunders, Elizabeth N. "Transformative Choices: Leaders and the Origins of Intervention Strategy". International Security 34, n.º 2 (octubre de 2009): 119–61. http://dx.doi.org/10.1162/isec.2009.34.2.119.

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When and why do great powers seek to transform foreign institutions and societies through military interventions? What role does executive leadership play in influencing the choice of intervention strategy, especially the degree to which an intervention interferes in the domestic institutions of the target state? A typology of political leaders based on whether they believe that the internal characteristics of other states are the ultimate source of threats indicates that these threat perceptions shape the cost-benefit calculation leaders make when they confront intervention decisions; they also have important consequences for how states intervene. A comparison of the beliefs of President John F. Kennedy and President Lyndon B. Johnson, as well as their decision-making during the Vietnam War, illustrates how the theory operates.
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Truong, Thang Dinh, Philip Hallinger y Kabini Sanga. "Confucian values and school leadership in Vietnam". Educational Management Administration & Leadership 45, n.º 1 (9 de julio de 2016): 77–100. http://dx.doi.org/10.1177/1741143215607877.

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There is an emerging global consensus that the knowledge base in educational leadership and management must offer a deeper examination of leadership practice across a more diverse set of national contexts. Nonetheless, a recent review of the literature in this field concluded that this challenge has yet to be adequately addressed with respect to research in Asia. This study was an in-depth, qualitative examination of how the decision-making practices of Vietnamese school principals respond to their socio-cultural context. The study employed Hofstede’s ‘dimensions of national culture’ to aid in this analysis of Vietnamese school leadership. Qualitative data were used to construct case studies of principal decision-making in three Vietnamese schools. The findings highlight the strong influence of power distance and collectivism on the decision making of Vietnamese school principals. The results illuminate the value of adopting an ‘indigenous perspective’ on school leadership. Our description of how socio-cultural values shape the practice of school leadership in Vietnam offers a useful contrast with descriptions from mainstream research on educational leadership and management.
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4

Hsu, Jinn-yuh, Dong-Wan Gimm y Jim Glassman. "A tale of two industrial zones: A geopolitical economy of differential development in Ulsan, South Korea, and Kaohsiung, Taiwan". Environment and Planning A: Economy and Space 50, n.º 2 (25 de noviembre de 2016): 457–73. http://dx.doi.org/10.1177/0308518x16680212.

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Much scholarship on East Asian development has sidelined the crucial role of geopolitics by insisting that wars such as the Vietnam War had limited effects on industrial development and economic growth patterns. We find such arguments unpersuasive, and also unduly reductionist. The Vietnam War, in particular, had unambiguously powerful effects on industrial development in South Korea; but even in cases where the direct effects of war were somewhat less spectacular, such as Taiwan, the reasons for the differences were themselves deeply geopolitical and expressive of decision-making processes centered on the Vietnam War. In this paper, we explore the differential effects of such geopolitical decision-making by contrasting the development trajectories of the Ulsan and Kaohsiung industrial zones during the war period. We show, in addition, that the subsequent development of industrial projects in South Korea and Taiwan has continued to bear some of the marks of Vietnam War-era geopolitical economy.
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Pureber, Tjaša. "War against the experts: The 2020 staff tsunami in culture". Maska 36, n.º 201 (1 de junio de 2021): 48–65. http://dx.doi.org/10.1386/maska_00057_1.

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The Slovenian government changed the leadership of several state museums in 2020. Highly politicized changes in cultural insti-tutions were happening in the past as well, but never before have we seen such systematic pushing out of experts. The Ministry of Culture declared a war on expertise. With their methodology of leadership changes, they reinforced a tectonic break with expert based decision making, to a cultural policy that prefers decision making based on highly politicized opinions of politicians. I am researching the latest wave of leadership changes through concrete case studies.
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Burke, John P. y Fred I. Greenstein. "Presidential Personality and National Security Leadership: A Comparative Analysis of Vietnam Decision-making". International Political Science Review 10, n.º 1 (enero de 1989): 73–92. http://dx.doi.org/10.1177/019251218901000105.

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Zhang, Xiaoming. "Deng Xiaoping and China's Decision to Go to War with Vietnam". Journal of Cold War Studies 12, n.º 3 (julio de 2010): 3–29. http://dx.doi.org/10.1162/jcws_a_00001.

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The decision by the People's Republic of China (PRC) to launch a war against Vietnam in early 1979 has not been subject to scrutiny until now. The decision was shaped in part by the deteriorating relationship between Beijing and Hanoi, by Vietnam's new alliance with the Soviet Union, and by Vietnam's regional hegemony, but it also stemmed from the PRC's effort to improve its strategic position in the world. Three events took place in Beijing in December 1978 that also had an important impact on China's decision to go to war: Deng Xiaoping's reascendance to the top leadership at the Third Plenum of the Eleventh Central Committee of the Chinese Communist Party (CCP), Beijing's adoption of economic reform as the highest national priority, and the normalization of China's relationship with the United States. Deng Xiaoping, as a chief architect of China's national strategy in the immediate post-Mao era, played a dominant role in China's decision to go to war.
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Jian, Chen. "China's Involvement in the Vietnam War, 1964–69". China Quarterly 142 (junio de 1995): 356–87. http://dx.doi.org/10.1017/s0305741000034974.

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The Vietnam War was an international conflict. Not only were the Americans engaged in large-scale military operations in a land far away from their own, but the two major Communist powers, China and the Soviet Union, were also deeply involved. In the case of China, scholars have long assumed that Beijing played an important role in supporting Hanoi's efforts to fight the United States. Due to the lack of access to Chinese source materials, however, there have been difficulties in illustrating and defining the motives, decision-making processes, magnitude and consequences of China's involvement with the Vietnam War.
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Dalvinder Singh Grewal. "Leadership qualities needed in pandemics: a critical analysis". Journal of Management and Science 10, n.º 1 (20 de febrero de 2020): 12–17. http://dx.doi.org/10.26524/jms.2020.2.

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Globally, the pandemic caused by COVID-19, has put in brakes to activities in the entire world. As on 3 July 2020 world has 34,45,519 cases affected by virus and a death toll of 2,42,623. Except few countries like Nepal, Bhutan,Vietnam and North Korea almost all other countries are affected. The death toll varies from country to country; US having the maximum 65,960 deaths while Nepal, Bhutan, Vietnam. North Korea do not have any deaths so far.The control under certain conditions has been the most important factor in a nation and the strategies adopted by the leaders have played the crucial role. In China itself, it was controlled with a heavy hand. In India too the control has been very significant for low number of affected and deaths.The leadership qualities such as deep vision, formation of strategies, timely decision making, control of manpower, health administration, lockdowns,curfew and financial aspects to ensure minimum damage to men andeconomy. He has to maintain strict discipline to ensure lockdowns and curfews and also have to keep in mind the needs of the lower strata. He has multifarious task for which he has to select suitable persons to manage the affair and control. This paper does the critical analysis of the leadership qualities needed in pandemics and the strategizing, decision making and effective application of the decisions.
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Siegel, Sarah. "“Dominant Decision-Making Authority”: Resident Leadership in St. Louis, Missouri, Model Cities Planning". Journal of Urban History 45, n.º 2 (7 de marzo de 2018): 333–53. http://dx.doi.org/10.1177/0096144218757498.

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When federal policymakers created Model Cities in 1966, they envisioned it as an innovative approach to urban renewal. Part of the War on Poverty, Model Cities combined slum redevelopment, an expansion of social services, and citizen participation. Understanding community action as a critique of and attempt to reorient decades of failed urban policy, this article spotlights efforts by residents to seize and maintain control of urban improvement programs. Residents claimed expertise in urban planning by virtue of their experience living in impoverished neighborhoods. Their vision for their community suggested an alternate path for city planning that supported poor residents’ influence to achieve a more democratic society. This article traces how community leaders in St. Louis, Missouri, briefly achieved resident-controlled urban planning within Model Cities. Although residents’ ideas were never implemented as they hoped, these plans expose the opportunities and constraints of neighborhood activism in the War on Poverty.
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Tesis sobre el tema "Leadership Decision making Vietnam War"

1

Turner, Charles A. P. "American leadership and decision-making failures in the Tet Offensive /". Fort Leavenworth, Kan. : [U.S. Army Command and General Staff College], 2003. http://handle.dtic.mil/100.2/ADA416144.

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Garey, Julie Marie. "Presidential Decision-Making During the Vietnam War". Ohio University / OhioLINK, 2008. http://rave.ohiolink.edu/etdc/view?acc_num=ohiou1219374275.

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Friedman, Jeffrey Allan. "Cumulative Dynamics and Strategic Assessment: U.S. Military Decision Making in Iraq, Vietnam, and the American Indian Wars". Thesis, Harvard University, 2013. http://dissertations.umi.com/gsas.harvard:10984.

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This dissertation examines why military decision makers struggle to evaluate their policies and why they often stick to unsuccessful strategies for so long. The core argument is that strategic assessment involves genuine analytic challenges which contemporary scholarship typically does not take into account. Prominent theoretical frameworks predict that the longer decision makers go without achieving their objectives, the more pessimistic they should become about their ability to do so, and the more likely they should be to change course. This dissertation challenges those ideas and explains why we should often expect the very opposite. The theoretical crux of this argument is that standard models of learning and adaptation (along with many people’s basic intuitions) revolve around the assumption that decision makers are observing repeated processes, similar to the dynamics of slot machines and roulette wheels – but in war and other contexts, decision makers often confront cumulative processes that have very different dynamics, along with a different logic for how rational actors should form and revise their expectations. Empirically, this dissertation examines U.S. decision making in Iraq, Vietnam, and the American Indian Wars. These cases demonstrate how cumulative dynamics affect strategic assessment and how understanding these dynamics can shed light on prominent theoretical frameworks, ongoing policy debates, and salient historical experience.
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4

Olsson, Moa. "Does Cognitive Leadership Matter? : An Analysis of Tony Blair’s Decision on the Iraq War". Thesis, Linnéuniversitetet, Institutionen för statsvetenskap (ST), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-84677.

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By using a qualitative content analysis and cognitive mapping, the purpose of the thesis is to investigate the decision-making of political leaders in extraordinary situations. The thesis focuses on the case of Tony Blair and his decision to invade Iraq in 2003. The cognitive map of political elites by Robert Axelrod is used to form a cognitive map to illustrate and represent the beliefs of Blair. The research question is what formed Blair’s decision to invade Iraq in 2003? Three time periods are analyzed: before, during and after the war. The results show that intervention should be accepted and no intervention should be rejected. This is with regard to the British utility. The motives for the intervention was Blair’s belief in spreading democratic values and rights. Something which would generate stability and progress for Britain, as well as, for other countries. To end human suffering, WMD trade and terrorism were also among the motives for the intervention. To strengthen the strategic relationship with Russia through intervention was important and the relationship with the U.S. even more. No intervention would increase the ineffective containment and strengthen the regime of Hussein. No intervention would also increase WMD (trade, development and use), terrorism, destruction and people suffering and dying on a mass-scale. Altogether this would negatively impact the British utility.
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5

Frelich, Robert M. "The Vietnam syndrome and its influence on U.S. decision-making in the Gulf War, learning from history or an inappropriate analogy". Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1998. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape11/PQDD_0007/MQ40632.pdf.

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McCrea, Melissa Nicole. "An analysis of groupthink's applications to the Vietnam and Iraq wars". Honors in the Major Thesis, University of Central Florida, 2007. http://digital.library.ucf.edu/cdm/ref/collection/ETH/id/1041.

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This item is only available in print in the UCF Libraries. If this is your Honors Thesis, you can help us make it available online for use by researchers around the world by following the instructions on the distribution consent form at http://library.ucf.edu/Systems/DigitalInitiatives/DigitalCollections/InternetDistributionConsentAgreementForm.pdf You may also contact the project coordinator, Kerri Bottorff, at kerri.bottorff@ucf.edu for more information.
Bachelors
Sciences
Political Science
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Libros sobre el tema "Leadership Decision making Vietnam War"

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Pandora's trap: Presidential decision making and blame avoidance in Vietnam and Iraq. Lanham: Rowman & Littlefield Publishers, 2011.

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2

Preston, Thomas. Pandora's trap: Presidential decision making and blame avoidance in Vietnam and Iraq. Lanham, Md: Rowman & Littlefield Publishers, 2014.

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Shame and humiliation: Presidential decision making on Vietnam. Pittsburgh, Pa: University of Pittsburgh Press, 1996.

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Steinberg, Blema S. Shame and humiliation: Presidential decision making on Vietnam. Montreal: McGill-Queen's University Press, 1996.

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5

Feng, Huiyun. Chinese strategic culture and foreign policy decision-making: Confucianism, leadership and war. New York, NY: Routledge, 2007.

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6

Kolenda, Christopher D. The counterinsurgency challenge: A parable of leadership and decision making in modern conflict. Mechanicsburg, PA: Stackpole Books, 2012.

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Melanie, Beresford, ed. Authority relations and economic decision-making in Vietnam: An historical perspective. Copenhagen, Denmark: NIAS, 1998.

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Vietnam-on-the-Potomac. New York: Praeger, 1992.

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9

The great task remaining: The third year of Lincoln's war. Boston: Houghton Mifflin Harcourt, 2010.

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10

Mark, Frost y Kurz Robert, eds. Wargaming for leaders: Strategic decision making from the battlefield to the boardroom. New York: McGraw-Hill, 2009.

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Capítulos de libros sobre el tema "Leadership Decision making Vietnam War"

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Hybel, Alex Roberto. "John F. Kennedy, Lyndon B. Johnson, and the Vietnam War". En US Foreign Policy Decision-Making from Kennedy to Obama, 17–53. New York: Palgrave Macmillan US, 2014. http://dx.doi.org/10.1057/9781137397690_2.

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Hilton, Claire. "Accidents, Injuries, Escapes and Suicides". En Civilian Lunatic Asylums During the First World War, 239–61. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-54871-1_8.

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Abstract This chapter aims to bring together components of asylum life—the law, the leadership, staff, patients and public—to create a broad picture about what happened when things went wrong: accidents, injuries, escapes and suicides. There are drawbacks, in that much of the material is necessarily anecdotal with inconsistencies and contradictions. However, cases provide enough evidence to identify repeated patterns of attitudes, behaviours and decision making, from which conclusions can be drawn. The Board of Control indicated that it knew about asylum rough handling, but it did little to try to remedy the situation. Despite their rhetoric of good intentions, the asylum leadership frequently rationalised or denied maltreatment, thus failing to secure the most humane conditions for patients.
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Immerman, Richard H. "The Bush Administration’s Decision to Surge in Iraq". En The Last Card, 328–43. Cornell University Press, 2019. http://dx.doi.org/10.7591/cornell/9781501715181.003.0016.

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This chapter argues—using the Eisenhower administration as a model of peacetime national security decision making—that the surge decision-making process displayed by the oral histories was idiosyncratic, excessively compartmentalized, and profoundly flawed. No president since Dwight D. Eisenhower has fully adopted his model, and each has tailored procedures appropriate for his needs. The Bush process had to take into account his lack of expertise in military affairs, an increasingly polarized political climate, the legacy of the Vietnam War, the proliferation of leaks of sensitive information in the new media age, the resistance of the uniformed military leadership, and most important, Rumsfeld. Administration insiders argue that for these reasons Bush jettisoned fundamental tenets of Eisenhower's system in an effort to make a virtue out of necessity. Yet the evidence suggests that Eisenhower's best practices are just that—best practices. It further suggests that their rigorous application would have benefited Bush's process by expediting the instigation of a comprehensive review, co-opting opponents of a change in strategy, mitigating politicization, facilitating the exchange of information and advice, and accelerating implementation.
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"Policy Making, Crisis Management, and Leadership Intelligence". En Advances in Electronic Government, Digital Divide, and Regional Development, 61–78. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-1562-4.ch003.

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Leadership analysts support policymakers by producing and delivering written and oral assessments of foreign leaders and key decision-makers. This chapter explores how the foreign policy of a state is strongly influenced by the personality of the president and the type of government in office. Some case studies are referred and analyzed, such as the Gulf War of 1991. The authors apply a new framework of analysis, called Orientism Management (OM), that proposes 10 different knowledge management types.
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Friedman, Jeffrey A. "Pathologies of Probability Assessment". En War and Chance, 17–50. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780190938024.003.0002.

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This chapter describes how foreign policy analysts often avoid assessing uncertainty in a manner that supports sound decision making. This aversion to probabilistic reasoning can take three forms: imprecise judgments that do not establish clear meaning; judgments of relative probability, which frame assessments of uncertainty against unspecified baselines; and conditioning, a practice that identifies the assumptions that must hold for a statement to be true but says nothing about the probability that a conclusion is actually correct. The chapter shows how official doctrine for intelligence analysis and military planning encourages foreign policy analysts to assess uncertainty in these problematic ways. It then shows how these problematic methods of assessing uncertainty shaped the highest levels of U.S. decision making during the Vietnam War, focusing on how senior leaders crafted military strategies without carefully assessing the chances that they would succeed.
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Preston, Andrew. "Iraq, Vietnam, and the Meaning of Victory". En The Last Card, 239–59. Cornell University Press, 2019. http://dx.doi.org/10.7591/cornell/9781501715181.003.0011.

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This chapter offers a comparison of George W. Bush's decision-making process in the Iraq War with that of Lyndon B. Johnson's in the Vietnam War. In both Vietnam and Iraq, the United States had to fight an insurgent campaign that was supported by powerful regional adversaries determined to bring down a US-backed government. In both Vietnam and Iraq, America's superior military technology had limited effectiveness against an enemy who relied on simple but lethal weapons and could blend into the general population. In both Vietnam and Iraq, gaining the trust of that population was vital to the success of the overall mission yet proved frustratingly elusive. And in deciding what to do in response, the national security decision-making apparatus in both the Johnson and Bush administrations ultimately produced a consensus behind the president's decision, either to surge US troops to restore deteriorating security and political stability (in 1965 and 2007) or to begin the process of de-escalation and eventually withdrawal (1968). There were key differences, too, which the chapter also explores, but the similarities are uncanny.
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Jablon, Howard y Jeffrey J. Matthews. "Authentic Leadership". En The Art of Command. University Press of Kentucky, 2017. http://dx.doi.org/10.5810/kentucky/9780813174723.003.0010.

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David M. Shoup was the twenty-second commandant of United States Marine Corps (1960-1963). An R.O.T.C. graduate, he began his military career in 1926, and would earn the Medal of Honor for his courageous leadership at the Battle of Tarawa during the Second World War. After the war, Shoup developed a reputation as a highly effective institutional reformer, someone who skirted self-promotion and political machinations, and instead focused on mission. In the years before he became commandant, Shoup served as Inspector General of the Marine Corps. Essential to his professional success was his authentic leadership style, which led subordinates to follow him and superiors to depend on him. A critical element of his authentic nature was keen self-awareness, including an understanding of how his early life experiences in Indiana shaped his core values, of honesty, fairness, responsibility, and commitment. Equally important to his authentic leadership was an independent-mindedness and a determination to act in accordance witl1 his moral code, regardless of the consequences. Throughout his Marine Corps career and even in retirement, Shoup utilized his self-knowledge and heightened sense of integrity to govern his everyday conduct and decision-making.
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Huang, De Chun, Quang Dung Tran, Thi Quynh Trang Nguyen y Sajjad Nazir. "Initial Adoption vs. Institutionalization of E-Procurement in Construction Firms". En Web Design and Development, 1417–37. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-4666-8619-9.ch064.

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This study explores the role of government in fostering construction firms move from initial adoption to institutionalization of e-procurement in developing countries' context. It proposes the research model that consists of five external environmental constructs that are considered as factors influencing the different levels of e-procurement adoption. It uses PLS-SEM to analyze the data collected from 112 construction businesses in Vietnam in 2012. It finds that the role of government has an extremely significant influence on a decision of initial adoption of e-procurement in construction enterprises through government leadership, legal and regulatory infrastructure, information and technology infrastructure (ITI), and socio-economic and knowledge infrastructure. However, the role of government is less important to a decision of institutionalization of e-procurement when only ITI significantly influences on the decision-making. As a result, useful theoretical and practical implications are proposed.
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Huang, De Chun, Quang Dung Tran, Thi Quynh Trang Nguyen y Sajjad Nazir. "Initial Adoption vs. Institutionalization of E-Procurement in Construction Firms". En International Business, 1275–95. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-4666-9814-7.ch060.

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This study explores the role of government in fostering construction firms move from initial adoption to institutionalization of e-procurement in developing countries' context. It proposes the research model that consists of five external environmental constructs that are considered as factors influencing the different levels of e-procurement adoption. It uses PLS-SEM to analyze the data collected from 112 construction businesses in Vietnam in 2012. It finds that the role of government has an extremely significant influence on a decision of initial adoption of e-procurement in construction enterprises through government leadership, legal and regulatory infrastructure, information and technology infrastructure (ITI), and socio-economic and knowledge infrastructure. However, the role of government is less important to a decision of institutionalization of e-procurement when only ITI significantly influences on the decision-making. As a result, useful theoretical and practical implications are proposed.
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Jordan, Jennie. "Festival Leadership in Turbulent Times". En Focus On Festivals. Goodfellow Publishers, 2015. http://dx.doi.org/10.23912/978-1-910158-15-9-2660.

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Europe is undergoing a period of transformational political change, with the post-war centre-left consensus that dominated the western nations breaking down and being replaced by a neo-liberal belief in the importance of markets in service delivery and a corresponding reduction in state intervention. Combine this with the financial crisis, which has meant cuts to arts and culture budgets in the UK, Netherlands, Italy, Greece and Hungary amongst others. Add in a touch of technologically driven change and then stop to consider the political, economic and social changes arising from the Arab Spring and the growing economic strength of Russia, Turkey and Kazakhstan on Europe’s borders. There are opportunities and threats for all arts and cultural organisations, but what does this mean for festivals’ leaders in particular? What do they see as the main issues? How are these issues affecting their vision, production and programming polices, their staff, funding, audience development and stakeholder relationships? In times of great turbulence, leaders are the pathfinders who establish new ways of working. In Europe the auteur tradition has placed artistic leadership at the centre of decision-making, both within festivals themselves and amongst funders. Festivals’ artistic directors are often independent cultural intermediaries, standing apart from the establishment but commenting on it; influencing both their own organisations and wider debates about legitimacy and value (Smith Maguire and Matthews, 2012). This is combined with the tendency of festival organisations to be quite small and entrepreneurial, operating what Handy (1999) calls ‘power cultures’, reliant on a central figure with a strong vision to make decisions. At their best, with visionary leaders, such organisations can create strong, supportive cultures that are flexible and that can react quickly to social, political and economic change. How then are these weather vanes responding to the post 2008 turbulent social and economic times in Europe?
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