The Dynamics of Entrepreneurial Violence

This chapter identifies and analyzes the category of violence that is neither strictly strategic nor opportunistic. It builds on the assumption that in large, complex organizations, organizational strategy is a more complex phenomenon than implied by the conventional top-down or bottom-up dichotomy between strategy and opportunism. From the perspective of soldiers, the chapter attempts to recreate violent strategy on the ground in an environment of persistent ambiguity. It argues that, under conditions of uncertainty regarding the limits of permissible behavior, junior and mid-level officers have incentives to develop violent practices, sustained by the ambiguity maintained by the higher ranks. It also seeks to further identify and theorize the middle category of military violence.