European Participation in International Operations

Table of Contents

1. Frontmatter

2. Chapter 1. Introduction: Strategic Culture and Participation in International Military Operations

   Malena Britz

   Abstract

   This book uses the concept of strategic culture to analyse French, German, Greek, Italian, Polish, and British participation in four different international military operations. We study participation and non-participation in Operation Enduring Freedom/ISAF in Afghanistan, Operation Iraqi Freedom in Iraq, EU NAVFOR Atalanta outside Somalia, and Operation Unified Protector in Libya, including how decisions were justified. The first chapter of the book specifies our definition of strategic culture as the normative and regulative framework that enables certain decisions but at the same time restrains other decisions with regard to participation in international military operations. It also discusses how this conceptualisation of strategic culture is related to the previous literature of strategic culture and how we have operationalised the concept.

3. Chapter 2. Assuming Great Power Responsibility: French Strategic Culture and International Military Operations

   Maria Hellman

   Abstract

   The second chapter of the book studies French strategic culture and decisions to participate (in three cases) and not to participate (in one case) in the operations studied. The chapter concludes that French strategic culture asserts France to be a powerful independent European actor with capability to act when it wishes to do so, preferably in concert with other allies. Despite collaboration with the government and close relationships to the French armed forces, the president has strong executive powers and can take immediate decisions on participation in an international operation if need be (more or less through a phone call.) In this way the French regulatory framework makes France the quickest country to act when it comes to decisions on international operations.

4. Chapter 3. To Deploy or Not to Deploy a Parliamentary Army? German Strategic Culture and International Military Operations

   Anna Bergstrand, Kjell Engelbrekt

   Abstract

   The third chapter examines German strategic culture and decisions to participate (eventually two) or not to participate (eventually two) in the military operations analysed in this book. The chapter highlights the importance of the German parliament and society at large in deliberations that precede decisions to participate in international military operations. It also shows how strained the domestic political process can become when there is a perceived international pressure to act from peer states in NATO and the EU. However, it also illustrates that the normative framework, even though many Germans oppose military participation abroad in principle, is not as consistent as might be assumed, and that some voices actually favour Germany accepting a bigger responsibility in international security.

5. Chapter 4. Keeping a Low Profile: Greek Strategic Culture and International Military Operations

   Stamatia Boskou, Kjell Engelbrekt

   Abstract

   The fourth chapter examines Greek strategic culture and decisions to participate in all four of the operations discussed in the book. The analysis clearly shows that Greek strategic culture builds on the perception that territorial defence must be given primacy and that the will to participate in international military operations is low among the public as well as in government. However, out of the need to display solidarity with NATO and EU allies, Greece has nonetheless participated in a facilitatory capacity in all four operations studied. The Greek decision-making process is closely associated with the office of the prime minister and no important role is played by parliament or senior commanders of the armed forces.

6. Chapter 5. “Just Deploy and Always Call It Peacekeeping!” Italian Strategic Culture and International Military Operations

   Chiara Ruffa

   Abstract

   The fifth chapter studies Italian strategic culture and decisions to participate in all four of the operations examined in the book. The analysis shows that for Italy it has been important that international military operations are multilateral, preferably with a UN mandate, and that they promote a peacekeeping narrative. In all operations studied, Italy has worked towards that end. Even though Italy’s parliament has formally a pre-eminent role and is usually consulted on decisions, the decision itself is in the hands of the prime minister who at times can change his decision in a very short space of time. For historical reasons, the armed forces have been kept at a distance from the political decision-making process but with increased experience from international operations their advice has become more important for politicians.

7. Chapter 6. From Enthusiasm to Reluctance: Poland and International Military Operations

   Fredrik Doeser

   Abstract

   The sixth chapter studies Polish strategic culture and participation (two instances) and non-participation (two instances) in the operations studied in this book. Poland is, like Greece, one of the countries where the normative framework has emphasised territorial defence, achieved mainly through the presence of the armed forces at home. The importance of participation in international operations for national security has varied after 9/11. The president is responsible for decisions on participation in international operations, but the prime minister is also involved in the process. The parliament on the other hand plays a marginal role, and the armed forces are also kept at a distance in this process.

8. Chapter 7. Continuity or Change? British Strategic Culture and International Military Operations

   Malena Britz

   Abstract

   This chapter studies British strategic culture and participation (in all four) of the operations studied in the book. It shows that British strategic culture maintain that the country has an important role in the world, which affects its willingness to participate in international operations. Traditionally the prime minister takes decisions on participation in international military operations, but increasingly parliament has come to play a role, and presently the practice is that parliament is consulted on such decisions. The role of the armed forces in the decision-making process is important in the sense that they are involved in the process from the beginning through double-hatting of civilians and military on positions in the Ministry of Defence.

9. Chapter 8. Conclusions: The Willing, the Cautious, and the Ambivalent

   Malena Britz

   Abstract

   The book concludes by dividing the countries studied into three groups: the willing, the cautious, and the ambivalent, according to their willingness to participate in the operations studied. The chapter asserts that the normative frameworks of the strategic cultures explain decisions to participate or not in international military operations, and how such decisions are justified. The regulatory frameworks decide how quickly such decisions can be taken, which in turn might affect willingness to participate if the domestic process is outpaced by a rapid international process. The findings of the book are also used to analyse the first six months of air raids in Iraq after the Iraqi government asked the USA and its allies for help to fight the Islamic State/Daesh in the summer of 2014.

10. Backmatter