This book contains some 600 entries on a range of topics from ancient Chinese warfare to late 20th-century intervention operations. Designed for a wide variety of users, it encompasses general reviews of aspects of military organization and science, as well as specific wars and conflicts. The book examines naval and air warfare, as well as significant individuals, including commanders, theorists, and war leaders. Each entry includes a listing of additional publications on the topic, accompanied by an article discussing these publications with reference to their particular emphases, strengths, and limitations.

This book looks at the history of the US Air Force through the lens of its (lack of) preparedness for major wars, which is shown to be a result of its organizational culture. The U.S. Air Force is probably the most powerful military force in history, both in its destructive firepower and in its ability to project it globally. Yet, despite its unparalleled power, the Air Force entered its first three pivotal conflicts – World War II, the Korean War, and the Vietnam War – unprepared. But surprisingly, it was remarkably well prepared for its fourth major war: the Gulf War of 1991. Could there be an underlying trait or characteristic, which influenced the Air Force between the wars, that historically caused the US Air Force to be unprepared for war or prepared for the wrong type of war? Surprisingly, there is such a factor which was quite prominent in the Air Force’s complex identity – its organizational culture. Besides providing a historical description of the Air Force, this book demonstrates clearly how its organizational culture evolved and how it caused the US Air Force to be prepared for the wrong war. It also shows that when the organizational culture changed, the Air Force changed its focus and arrived prepared for the following war: the 1991 Gulf War. This book will be of interest to students of air power, strategic studies, US public policy, and security studies in general.

Having evolved over the past two and a quarter centuries to become the premier military force in the world, the U.S. Army has a heritage rich in history and tradition. This historical dictionary provides short, clear, authoritative entries on a broad cross section of military terms, concepts, arms and equipment, units and organizations, campaigns and battles, and people who have had a significant impact on Army. It includes over 900 entries written by some 100 scholars, providing a valuable resource for the interested reader, student, and researcher. For those interested in pursuing specific subjects further, the book provides sources at the end of each entry as well as a general bibliography. Appendixes provide a useful list of abbreviations and acronyms and a listing of ranks and grades in the U.S. Army.

An Incipient Mutiny traces the creation of the U.S. Army Signal Corps Aeronautical Division in 1907 up to the establishment of the Air Service of the National Army in 1918. It is a shocking account of shortsightedness, mismanagement, criminal fraud, and cover-up that led ultimately to a pilot revolt against the military establishment. 'Dwight R. Messimer focuses on the personalities of the pilots who initiated the rebellion and on the Signal Corps officers whose mismanagement brought it on.The official air force histories say nothing about the poor construction and design flaws in the airplanes that the Signal Corps used, which were responsible for the deaths of 25 percent of the pilots, a death rate so high that no life insurance company would issue them a policy. 'At the same time, there were airplanes on the market that were superior in every way to the planes the army was using and less expensive as well. The loss of human life, then, could not have been more senseless.'

The twentieth century witnessed the emergence of three-dimensionality in war: surface forces flow became prey for attackers operating above and below the earth and its oceans. The aerial weapon, prophesied for centuries, became a reality, as did air power projection forces. This insightful book by Warren A. Trest traces the doctrinal underpinnings of the modern United States Air Force, the world's only global air force. We the men and women who serve in the Air Force, but also our fellow airmen in America's other military services are the heirs and beneficiaries of a long heritage of doctrinal development and military thought. Our predecessors pursued a vision of airborne global reach and power that often put them at odds with those who could not break free of the confines of conventional thought and lock-step traditionalism. Fortunately, they had the courage of their convictions and the faith in their vision to continue to pursue the goal of global air power despite such resistance. Today, America is a genuine aerospace power, and that pioneering vision dating to the days of the Wright brothers, has expanded to encompass operations in space and between the mediums of air and space. As we approach the new millennium, it is well to ponder the lessons and the history of how a small group of truly gifted airmen transformed their nation's military establishment, and, in so doing, the world around them.

Transformation has become a buzz word in today's military, but what are its historical precursors—those large scale changes that were once called Revolutions in Military Affairs (RMA)? Who has gotten it right, and who has not? The Department of Defense must learn from history. Most studies of innovation focus on the actions, choices, and problems faced by individuals in a particular organization. Few place these individuals and organizations within the complex context where they operate. Yet, it is this very context that is a powerful determinant of how actions are conceived, examined, and implemented, and of how errors are identified and corrected. The historical cases that Mandeles examines reveal how different military services organized to learn, accumulate, and retrieve knowledge; and how their particular organization affected everything from the equipment they acquired to the quality of doctrine and concepts used in combat. In cases where more than one community of experts was responsible for weighing in on decisionmaking, the service benefited from enhanced application of evidence, sound inference, and logic. These cases demonstrate that, for senior leadership, participating in such a system should be a strategic and deliberate choice. In each of the cases featured in this book, no such deliberate choice was made. The interwar U.S. Navy (USN) aviation community and the U.S. Marine Corps amphibious operation community were lucky that, in a time of rapid technological advance and strategic risk, their decisions in framing and solving technological and operational problems were made within a functioning multi-organizational system. The Army Air Corps and the Royal Marines were unfortunate, with corresponding results. It is characteristic of 20th-century military history that no senior civilian or military leader suggested a policy to handle overlapping responsibilities by multiple departments. Today's policymakers have not learned this lesson. In the present time, while a great deal of thought is devoted to proper organizational design and the numbers of persons required to perform necessary functions, there is still no overarching framework guiding these designs.

Traces the usage of- and meaning given to- the terms "roles and missions" relating to the armed forces and particularly to the United States Air Force, from 1907 to the present.