FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W2046225964> ?p ?o ?g. }

• W2046225964 endingPage "755" @default.
• W2046225964 startingPage "719" @default.
• W2046225964 abstract "Leadership targeting has become a key feature of current counterterrorism policies. Both academics and policy makers have argued that the removal of leaders is an effective strategy in combating terrorism. However, leadership decapitation is not always successful, and existing empirical work is insufficient to account for this variability. As a result, this project answers three primary questions: (1) Under what conditions does leadership decapitation result in the dissolution of a terrorist organization?; (2) Does leadership decapitation increase the likelihood of organizational collapse beyond the baseline rate of collapse for groups over time?; and (3) In cases where decapitation does not result in group collapse, to what extent does it result in organizational degradation and hinder a group's ability to carry about terrorist attacks? I develop a dataset of 298 incidents of leadership targeting from 1945–2004 in order to determine whether and when decapitation is effective. First, I identify the conditions under which decapitation has been successful in bringing about organizational decline. The data show that a group's age, size, and type are critical in identifying when decapitation will cause the cessation of terrorist activity. As an organization grows in size and age, it is much more likely to withstand the removal of its leadership. Organizational type is also significant in understanding the susceptibility of an organization to decapitation. Ideological organizations are most likely to experience a cessation of activity following the removal of leader, while religious organizations are highly resistant to leadership decapitation. Second, I determine whether decapitation is an effective counterterrorism strategy that results in organizational collapse. The data show that decapitation does not increase the likelihood of organizational collapse beyond a baseline rate of collapse for groups over time. Organizations that have not had their leaders removed are more likely to fall apart than those that have undergone a loss of leadership. The marginal utility of decapitation is negative for many groups, particularly for larger, older, religious, and separatist organizations. Finally, I look at the extent to which decapitation results in organizational degradation and hinders a group's ability to carry about terrorist attacks. Case studies illustrate whether decapitation has an effect on the operational capacity of an organization by identifying whether the removal of key leaders changes the number and lethality of attacks. If certain organizations are more resilient than others, it is important to know when decapitation should be effective and when it could lead to counterproductive outcomes. Overall, these findings illustrate the need to develop a new model for evaluating the efficacy of leadership decapitation and for developing effective counterterrorism policies." @default.
• W2046225964 created "2016-06-24" @default.
• W2046225964 creator A5057788042 @default.
• W2046225964 date "2009-12-02" @default.
• W2046225964 modified "2023-10-17" @default.
• W2046225964 title "When Heads Roll: Assessing the Effectiveness of Leadership Decapitation" @default.
• W2046225964 doi "https://doi.org/10.1080/09636410903369068" @default.
• W2046225964 hasPublicationYear "2009" @default.
• W2046225964 type Work @default.
• W2046225964 sameAs 2046225964 @default.
• W2046225964 citedByCount "167" @default.
• W2046225964 countsByYear W20462259642012 @default.
• W2046225964 countsByYear W20462259642013 @default.
• W2046225964 countsByYear W20462259642014 @default.
• W2046225964 countsByYear W20462259642015 @default.
• W2046225964 countsByYear W20462259642016 @default.
• W2046225964 countsByYear W20462259642017 @default.
• W2046225964 countsByYear W20462259642018 @default.
• W2046225964 countsByYear W20462259642019 @default.
• W2046225964 countsByYear W20462259642020 @default.
• W2046225964 countsByYear W20462259642021 @default.
• W2046225964 countsByYear W20462259642022 @default.
• W2046225964 countsByYear W20462259642023 @default.
• W2046225964 crossrefType "journal-article" @default.
• W2046225964 hasAuthorship W2046225964A5057788042 @default.
• W2046225964 hasConcept C15744967 @default.
• W2046225964 hasConcept C158071213 @default.
• W2046225964 hasConcept C17744445 @default.
• W2046225964 hasConcept C199539241 @default.
• W2046225964 hasConcept C203133693 @default.
• W2046225964 hasConcept C39549134 @default.
• W2046225964 hasConcept C94625758 @default.
• W2046225964 hasConceptScore W2046225964C15744967 @default.
• W2046225964 hasConceptScore W2046225964C158071213 @default.
• W2046225964 hasConceptScore W2046225964C17744445 @default.
• W2046225964 hasConceptScore W2046225964C199539241 @default.
• W2046225964 hasConceptScore W2046225964C203133693 @default.
• W2046225964 hasConceptScore W2046225964C39549134 @default.
• W2046225964 hasConceptScore W2046225964C94625758 @default.
• W2046225964 hasIssue "4" @default.
• W2046225964 hasLocation W20462259641 @default.
• W2046225964 hasOpenAccess W2046225964 @default.
• W2046225964 hasPrimaryLocation W20462259641 @default.
• W2046225964 hasRelatedWork W1703964582 @default.
• W2046225964 hasRelatedWork W2019913629 @default.
• W2046225964 hasRelatedWork W2057533704 @default.
• W2046225964 hasRelatedWork W2566252542 @default.
• W2046225964 hasRelatedWork W2748952813 @default.
• W2046225964 hasRelatedWork W2899084033 @default.
• W2046225964 hasRelatedWork W2914242821 @default.
• W2046225964 hasRelatedWork W2981656207 @default.
• W2046225964 hasRelatedWork W3042772245 @default.
• W2046225964 hasRelatedWork W4309950468 @default.
• W2046225964 hasVolume "18" @default.
• W2046225964 isParatext "false" @default.
• W2046225964 isRetracted "false" @default.
• W2046225964 magId "2046225964" @default.
• W2046225964 workType "article" @default.