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Partly on the strength of their apparent success in insurgencies such as Malaya and Northern Ireland, the British armed forces have long been perceived as world class, if not world beating. However, their recent performance in Iraq and Afghanistan is widely seen as-at best-disappointing; under British control Basra degenerated into a lawless city riven with internecine violence, while tactical mistakes and strategic incompetence in Helmand Province resulted in heavy civilian and military casualties and a climate of violence and insecurity. In both cases the British were eventually and humiliatingly bailed out by the US army. In this thoughtful and compellingly readable book, Frank Ledwidge examines the British involvement in Iraq and Afghanistan, asking how and why it went so wrong. With the aid of copious research, interviews with senior officers, and his own personal experiences, he looks in detail at the failures of strategic thinking and culture that led to defeat in Britain's latest \"small wars.\" This is an eye-opening analysis of the causes of military failure, and its enormous costs.

A central challenge facing any great power is choosing whether to punish or cooperate with states that are emerging powers and thus potential challengers. Complexity only increases as competition for finite domestic resources raises debates over their allocation between the twin demands of productive capacity and military security. The Challenge of Hegemony examines the role of international forces to explain domestic institutional changes and the effect of these changes on a hegemon's foreign economic and security policies. Steven E. Lobell argues that the commercial policy of the rising states will alter the balance of political power among competing domestic coalitions in the hegemon. The strengthened coalition will use these gains to advance a foreign policy strategy that bolsters its political position. The weakened coalition will resist such policies—even if this undermines the state's economic or military interest. Lobell concludes his book with policy implications for the United States in the coming decades.

Using original data, Managers in the Making presents a thorough analysis of the processes by which managers are made in Britain and Japan. It provides a detailed comparative study of the careers, training, developmental experience and job demands of managers in eight named companies, matching British firms with Japanese counterparts. Using qualitative and quantitative data the authors offer an understanding of these processes within organizational, sectoral and national contexts. Managers′ perceptions, reactions and concerns are recorded and analysed throughout.