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Association: Name: International Studies Association URL: http://www.isanet.org
Citation: URL: http://www.allacademic.com/meta/p70997_index.html Direct Link: HTML Code:

Rynning, Sten. "NATO's Response Force: Does It Have the Capacity to Transform NATO's Force Structure?" Paper presented at the annual meeting of the International Studies Association, Hilton Hawaiian Village, Honolulu, Hawaii, Mar 05, 2005 <Not Available>. 2009-05-25 <http://www.allacademic.com/meta/p70997_index.html>

Rynning, S. , 2005-03-05 "NATO's Response Force: Does It Have the Capacity to Transform NATO's Force Structure?" Paper presented at the annual meeting of the International Studies Association, Hilton Hawaiian Village, Honolulu, Hawaii Online <.PDF>. 2009-05-25 from http://www.allacademic.com/meta/p70997_index.html

Publication Type: Conference Paper/Unpublished Manuscript Review Method: Peer Reviewed Abstract: NATO's military response to international terrorism includes the creation of a new Response Force (NRF) that is supposed to be able to react very quickly - within five days - to crises in far-away regions and simultaneously to modernize, indeed revolutionize, European forces. While the blueprint has the appearance of coherence it might also be structurally flawed: the eagerness of NRF advocates to implement the concept could cause allies who must bear the burden of change to resist transformation in favour of incremental change. An essential question - for NATO as well as experts on political and organizational change - is therefore whether NATO is rushing to failure or has found a means to overcome traditional sources of resistance to change. Change is promoted not only by NATO member states such as the United States, but by large parts of NATO's international staff, civilian as well as military, which for most of the 1990s laboured to promote the type of military changes inherent in the NRF. Most allies support the NRF in principle but policy-makers need to cope with diverging foreign policy, budgetary, and industrial interests that can - as in the past - inhibit the fulfilment of political promises. Military organizations may in addition be reluctant to revise fundamentally their ways of war if they lack trust in the process of change. The NRF is only a couple of years old but the crucial first stages of reform will tell us how these interests are coming together and whether force structure transformation is likely. The paper will also contrast the NRF with the force planning regime of the Europea Union and assess the implications for the political and organizational study of military change.

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