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Placing the second US-Iraq conflict in the context of emerging trends in international relations, this exceptional, timely volume examines the broad framework of US policy toward Iraq under the administration of George W. Bush. The Second Iraq War marks the third time since 1991 that the United States has invaded a Muslim country, and this book details not only the specifics of the conflict, but the war's broad impact on US relations with Muslim states, both in a regional and global context. It analyzes the development of the previous US policy of containment to the new doctrine of preemption. The volume also: ¢ Examines the linkages between Al Qaeda's attacks on the United States on 11 September 2001 and the prosecution of the Second Iraq War. ¢
This thesis strives to shed light on the genuine significance of the current transformation of the U.S. foreign and strategic policy. In essence, this thesis concludes that the Bush doctrine of preemption is inconsistent with the American strategic culture and view of the use of force displayed throughout the American foreign policy ever since the Truman administration. Although not a revolution per se in the American goals, the new foreign policy represents a radical change in the manner to pursue them. While promoting a unilaterlist foreign policy and revived "war-fighting" strategies, the current administration takes old rationales a step further. By elevating preemption from the tactical to strategic level, the doctrine transforms a last resort policy option into a primary offensive strategy with destabilizing consequences for international relations. The analysis concludes that the increased authority of the hard-line approach in the American foreign and security policy is circumstantial, and the likelihood of its endurance is unrealistic. The international system comprises built-in constraints that raise the cost of isolationist and unilateralist impulses to unbearable levels in the long term. Theses constraints are the end result of the American national values" projection at international level.
Die Wharton Business School ist die älteste Institution ihrer Art in Amerika und eine der bestangesehenen der Welt. Ein Expertenteam aus fünf verschiedenen Fachgebieten in Wharton diskutiert hier eine der wichtigsten Fragen für ein Unternehmen der Gegenwart - die Sicherung der Wettbewerbsfähigkeit. Neueste Konzepte kreativer Strategien werden vorgestellt.
This paper reports the results of a series of two-stage, two-person non-cooperative games where one player can strategically preempt the other. In one of our designs, the subgame perfect equilibrium entails complete preemption; in the other, it entails partial preemption. Logit analysis indicates that players tend to completely preempt when it is optimal. However, when partial preemption is optimal, a non-trivial fraction of players persist in choosing the non-preemptive structure. This may result because of occasional irrational behavior following preemptive play, which induces some dominant agents to play less aggressively.
This paper empirically investigates the effect of leverage on strategic preemption. Using new data on entry plans and incumbent investments from the American casino industry, I find that high leverage prevents incumbents from responding to entry threats. Facing the same set of entry plans, low leverage incumbents expand physical capacity by 30 percent, whereas high leverage incumbents do not. This difference in investment matters because capacity installations preempt eventual entry. Indeed, stock market reactions to withdrawn plans imply effective preemption increases incumbent firm value by 5 percent. My findings suggest that leverage matters for industry composition, not just firm-level investment.
If RMA (revolution in military affairs) was the acronym and concept of choice in the U.S. defense community in the 1990s, so preemption has threatened to supercede it in the 2000s. The trouble is that officials and many analysts have confused preemption, which is not controversial, with prevention, which is. In this monograph, Dr. Colin S. Gray draws a sharp distinction between preemption and prevention, and explains that the political, military, moral, and strategic arguments have really all been about the latter, not the former. Dr. Gray provides definitions, reviews the history of the preventive war option, and considers the merit, or lack thereof, in the principal charges laid against the concept when it is proclaimed to be policy. Dr. Gray concludes that there is a place for preventive war in U.S. strategy, but that it is an option that should be exercised only very occasionally. However, there are times when only force seems likely to resolve a maturing danger.