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To propose a new military academic area called the “Science of Military Command and Control” which will demand an entirely new way of thinking regarding decision‐making command and control and use of modern technology.

Defines basic terms and concepts of the discipline and a meta‐theory consisting of General Systems Theory and its related areas is presented.

Three main perspectives are recommended where the first is General Systems Theory, the second is the Cybernetics Regulatory Paradigm and the third is Communication and Information Theory. The components of military command and control system were analysed and a general model for information system development recommended.

Current thinking in favour of a “network‐defense” that is based on information and communication technology has changed the traditional perspective. New thinking and research development is required. New research using scientific approach is needed.

Shows that the old and exact strategies for Swedish defence has totally changed. New military academic area is proposed and a general model outlined.

Proposes a new way of thinking which will affect future military planning. A cybernetic/systemic methodology provides solutions.

The health service response to COVID-19 provided a unique opportunity to build our understanding of the leadership styles in use in managing a crisis event. Existing literature emphasises command and control leadership; however, there has been less emphasis on relational approaches and the behaviours necessary to ensure the agility of the response and minimise the risk of relational disturbances. The purpose of this paper is to understand leadership styles in use, as part of a health service response to COVID-19.

This paper draws on data from semi-structured interviews with 27 executives and senior leaders from a tertiary health service in Australia. The data were analysed using thematic analysis. Notes and examples were coded according to deductively derived criteria around leadership styles and competencies from the literature, while remaining open to emergent themes.

Health system leaders described examples of both command and control and relational leadership behaviours. This dually provided the discipline (command and control) and agility (relational) required of the crisis response. While some leaders experienced discomfort in enacting these dual behaviours, this discomfort related to discordance with leadership preferences rather than conflict between the styles. Both leadership approaches were considered necessary to effectively manage the health system response.

Crisis management literature has typically focused on defining and measuring the effectiveness of behaviours reflective of a command and control leadership response. Very few studies have considered the relational aspects of crisis management, nor the dual approaches of command and control, and relational leadership.

The purpose of this study is to analyze the effect of foreign direct investment (FDI) on pollution emissions and how environmental regulation affects this relationship.

In the empirical research, the authors selected panel data for 30 provinces in China from 2005 to 2019 as samples. First, the authors used the instrumental variable method to verify the existence of the above hypotheses in China. Then, the authors analyzed the moderating effect of different types of environmental regulations on the environmental effects of FDI. Next, in further discussion, the authors analyzed the difference between the environmental effect and the moderating effect in different time periods and regions, respectively. Finally, the authors discussed whether the different intensities of environmental regulations lead to the transfer effect of FDI in choosing investment destinations.

The result shows that FDI can help reduce pollution emissions and create a “pollution halo” effect, which is enhanced by command-and-control regulation but suppressed by market-based incentives. The heterogeneity analysis reveals that the 18th National Congress of the Communist Party has weakened the pollution halo effect of FDI, while the environmental effect of FDI in the eastern region is not significant, but in the middle and western regions, there is a significant pollution halo effect and a positive moderating effect of environmental regulations. Finally, further analysis reveals that FDI has a transfer effect under command-and-control environmental regulations.

First, the main purpose of this paper is to study the relationship between FDI and pollution emissions from the perspective of heterogeneous environmental regulation. Therefore, there is no detailed discussion on their effect mechanism of them. Second, limited by data, the authors adopt the single index to measure the stringency index of command-and-control and market-based incentive environmental regulations in China. The single index may not be able to fully reflect the intensity of regional environmental regulation, so the construction of a composite indicator is necessary. These shortcomings are the focus of the authors' future research.

Under the guidance of high-quality development, the conclusions above can provide reference for adjusting FDI policies and improving environmental regulation policies.

The innovations in this paper can be summarized as the following four dimensions: First, the authors use the instrumental variable (IV) method to address endogeneity in the relationship between FDI and pollution emission, which can further ensure the robustness of the research results and increases the credibility of the paper. Second, the authors distinguish between two types of environmental regulations to investigate their moderating effect on the environmental impact of FDI. Third, the authors consider the temporal and spatial heterogeneity of both the environmental effects of FDI and the moderating effect of regulation. Last, the authors analyze the spatial spillover of environmental regulation through the study of the transfer effect.

The merit of improvisation over command and control as an organizational approach is the subject of much debate in the management and emergency literatures. The purpose of this paper is to examine tactics employed by the two leading protagonists at the Battle of Stalingrad – Field Marshall Friedrich Paulus on the German side and General Vasily Chuikov on the side of Russia – and seek to identify the reasons for Chuikov's victory over Paulus and draw lessons from this for practicing managers.

The research project examined over a dozen publicly available texts on the battle, in the light of the crisis management and strategy literatures.

The paper shows how Chuikov improvised to meet the demands of the situation, relaxed the command and control structure of the Russian 62nd Army and developed a collective mind among Russian troops and that this triple approach played a significant role in his victory over Paulus.

The case provides support for the view that improvisation is important in crisis response and can be applied within a hierarchical command and control structure. The paper puts forward a framework for managers to respond to crisis based on two continua: mode of response (improvised or planned) and means of control (via the hierarchy or via rules embedded in a collective mind).

The purpose of this paper is to examine the large negative impact command and control thinking has had on the Alberta provincial healthcare system. The assumptions of this thinking and devastating consequences for health services delivery in Alberta and across Canada, are contrasted with Deming's system thinking.

The author has been following and writing about the use of the command and control management model in Alberta healthcare for 20 years, treating its expanding use in the system as an experiment in the effectiveness of this model in improving system performance.

The assumptions of command and control thinking combined with a limited enumerative, as opposed to analytic understanding of the system, has largely manufactured the present crisis. Equally important, systemic issues continue to worsen the system until the command and control model will get replaced.

There is a comparison of two distinct models of management, management style, and the linking of Deming's enumerative and analytic studies to these models. An analysis of healthcare system evolution over two decades is detailed on how the command and control model of professional management has failed and why.

Based on the attention-based view (ABV), this study examines the mechanism of external pressure and internal managerial interpretation affecting the promotion of green entrepreneurial orientation (GEO) of agricultural enterprises.

Based on data collected from 208 agricultural enterprises in China, the conceptual model was tested by using hierarchical regression.

The results show that managerial interpretation can affect the promotion of GEO. Command and control regulation, market-based regulation and green market pressure are important external pressures that affect the promotion of GEO. In addition, managerial interpretation mediates the relationship between command and control regulation and GEO, market-based regulation and GEO, as well as green market pressure and GEO.

This study proposes a key path for promoting the adoption and implementation of GEO by agricultural enterprises. The research results provide experience for emerging and developing countries to promote the GEO of agricultural enterprises, which is helpful to alleviate the environmental problems caused by the development of agricultural enterprises.

For the first time, this study introduced the ABV into the research of GEO. The research results enrich the theoretical perspective of GEO and expand the research field of the ABV. In addition, this study fills the research gap that existing research has not paid enough attention to the internal driving factors of GEO and opens the black box between the external pressure and GEO.

The purpose of this paper is to present an approach which can evaluate the ability that successfully achieves command and control, both in qualitative and quantitative modes, to improve decision accuracy and speed, as well as construct an executable architecture for analyzing and verifying different decision projects.

By defining command and control (C2) decision architecture and decomposing C2 decision processes into measurable subfunctions, measures and metrics will be associated with each of the lowest level decomposed functions, and will be used to provide support for performance evaluation. Both Markov decision process analysis and conditional probability (CP) logic are used for modeling the decision‐making process of course of action (COA). Meanwhile, an executable architecture constructed by Petri net is applied to logic structural verification and performance evaluation.

The paper presents an idea and methodology for net‐centric command and control decision‐making process analysis.

The paper describes and decomposes C2 decision processes for complex missions in uncertain environments.

The paper could be an important reference of analysis and application in net‐centric command and control of decision making.

The paper combines methodology with qualitative methods (decision process decomposition), quantitative method (Markov decision process analysis and CP logic), as well as structural verification and performance evaluation.

Incidents requiring command and control require all personnel from firefighters (FFs) to the incident commander (IC) to make continuous decisions often with limited information and under acute time-pressure. Therefore, the purpose of this paper is to explore the stress reactivity of specific roles during the command and control of an immersive, computer-based incident.

Experienced firefighting personnel undergoing incident command training participated in this study. Participants completed measures of state anxiety and stress immediately before and after taking part in a computer-based simulation of a large-scale incident run in real time. During the simulation personnel assumed one of four roles: IC, sector commander, entry control officer (ECO), and command support officer. Following the simulation personnel then completed measures of perceived workload.

No significant changes in state anxiety were observed, but levels of stress and perceived workload were related to task roles. Specifically, ICs reported the greatest levels of mental and temporal demands and stress when compared with ECOs.

Limitations include the lack of environmental factors (such as rain, darkness, and noise), a relatively small sample size, and the use of self-reported questionnaires.

The application of immersive training environments as a method of developing FFs experience of incident command roles and skills pertinent to high-acuity, low-frequency events.

The paper represents one of the first attempts to identify the self-reported anxiety, stress, and perceived workload of specific role demands during the command and control of simulated incidents.

In this study I revisit the Cuban missile crisis of 1962, in order to gain additional perspective on the relationship between organizational decision making and crisis outcomes. This exercise is an historical “counterfactual” or “what if” excursion, using recently declassified documents and simulated exchange calculations, from which I hope to draw three principal benefits. First, the study may shed some additional light on why Soviet Premier Nikita Khrushchev was willing to take such a dangerous gamble. Second, our counterfactual crisis suggests that the risk of inadvertent war, so much written about in connection with Cuba, 1962, was less important than the risk of a deliberate, but miscalculated, escalation. Third, the balance of command and control vulnerability might have mattered more to crisis‐ridden US leaders than the balance of strategic nuclear forces. If so, it helps to explain the apparent reluctance of US leaders to employ highly coercive forms of nuclear brinkmanship.

Williamson's systematic treatment of transaction costs in explaining governance structures has rarely been applied to the field of environmental economics. The aim of this chapter is to address this oversight by analysing how transaction cost economics can help choose among environmental policy tools.

We apply the analytical framework of discrete structural alternatives – market, hybrid forms and hierarchy – to the choice of environmental policy instruments. Environmental-related transactions, which differ in their attributes, are aligned with categories of policy instruments, which differ in their cost and competence, so as to effect a discriminating – mainly transaction costs economizing – result.

First, we suggest defining the transaction as the trading of property rights to the use of natural resources. Second, the characteristics of the transaction are described as mainly measurement costs. Third, we determine the conditions under which a particular ‘governance structure’ that is a policy instrument is chosen.

A major contribution of our analysis is to question the relevance of many economists’ prescription in favour of incentive-based instruments. Indeed, in some plausible circumstances a command-and-control instrument may be more efficient by economizing on transaction costs.

Environmental economics has employed the seminal contribution of Ronald H. Coase (1960) intensively but has remained relatively unaffected by the contributions of perhaps his most influential follower, Oliver E. Williamson. Our chapter is a first step towards an operationalization à la Williamson of Coase's (1992, p. 778) ‘fundamental insights’ in the environmental realm.