Managerial capacity in conflict environments: Management effects of private military and security companies in Iraq

Abstract

An enduring challenge of public administration research is examining whether public management affects the delivery of public policy results. This study extends managerial influence to include public policy delivery in an active conflict environment. Individual manager training is critical in conflict environments because limited bureaucratic capacity and general environmental confusion are common. Organizations under stress use substitute managers. We argue that substitute managers' effectiveness is conditioned by two factors: managerial capability and networking capability. We examine substitute managers in a unique context, the US–Iraq War. Managers coordinated private military and security companies (PMSCs) to provide coalition forces and the civilian population with multiple services. We argue that managers with prior management experience and network capability are more effective substitute managers. The results suggest that managers with prior experience and networking capability are associated with decreases in civilian casualties. The results provide important policy insights into public management and defence policy.

Private military and security companies and human rights abuses: The impact of CEOs’ military background

“…Program managers also affect levels of civilian casualties in Iraq. To facilitate contract fulfillment, the DoD relied on substitute managers to ensure that the expected service met technical requirements (Tkach, 2020b). When contracting officers with military ranks managed PMSCs, there was a greater reduction in civilian casualties because of the officers' prior managerial experience, technical knowledge, and networking capacity.…”

“…When contracting officers with military ranks managed PMSCs, there was a greater reduction in civilian casualties because of the officers' prior managerial experience, technical knowledge, and networking capacity. However, reliance on enlisted military personnel with limited managerial experience increased levels of casualties (Tkach, 2020b).…”

“…There are also concerns about the impact of personal networks on the CEOs' willingness to create policies that promote the proper treatment of civilians and establish zero-tolerance standards regarding violations. Military networks help build relationships across bureaucracies and governments and clarify expectations regarding transparency and the proper treatment of civilians (Tkach, 2020b). Military networks also cultivate a strong sense of comradeship and trust (Petersohn, 2018), a bonding that is rarely found in civilian professions (Puiu, 2014).…”

“…My research contributes to the literature on PMSCs' accountability by examining the overlooked aspect of the companies' leadership, the CEOs' background, and its impact on companies' ethical behavior in conflicts. Presently, empirical studies consider the companies' structure and its effect on commitment to human rights, anti-fraud practices, or the reduction of civilian casualties (Akcinaroglu and Radziszewski, 2020;Tkach, 2020a;Tkach, 2020b). Another work examines the impact of program managers who facilitated PMSCs' activities on the level of civilian casualties (Tkach, 2020b), while the most recent empirical study analyzes the role of clients' normative considerations and PMSCs' connection to civilian victimization (Penel and Petersohn, 2022).…”

“…Presently, empirical studies consider the companies' structure and its effect on commitment to human rights, anti-fraud practices, or the reduction of civilian casualties (Akcinaroglu and Radziszewski, 2020;Tkach, 2020a;Tkach, 2020b). Another work examines the impact of program managers who facilitated PMSCs' activities on the level of civilian casualties (Tkach, 2020b), while the most recent empirical study analyzes the role of clients' normative considerations and PMSCs' connection to civilian victimization (Penel and Petersohn, 2022). Finally, a case study of two companies' use of force in Iraq connects military culture to personnel behavior (Fitzsimmons, 2013).…”