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Gender diversity management in NATO for sustainable security and peace

Trochowska-Sviderok Kamila, Masakowski Yvonne Rose, McFate Montgomery, Holohan Anne

Security and Defence Quarterly

2024

Vol. 45, No. 1

18--32

The article focuses on the need for a paradigm shift in diversity management for sustainable peace and security. We discuss the bidirectional influence of security and defence organisations and society; the intersectionality of issues related to social justice, health, race, and ethnicity; sexual abuse and exploitation; and cultural factors that influence the functioning of LGBTQ+ personnel and the gender/technology nexus in the context of North Atlantic Treaty Organization (NATO). During the application of the Sustainable Security Paradigm to gender diversity management, we found that ecofeminism and the ideas of post-colonial theory should inform the transformational shift of contemporary security and defence organisational cultures. This approach was used by the multinational NATO Science & Technology Organization Exploratory Team ET-197 Gender, Peace and Sustainable Security (2022-23) and its successor, the NATO HFM-368 Research Task Group (2023-26). Our research efforts were triangulated by an analysis of doctrinal textual, audiovisual and art sources that relate to gender diversity and its management. Given the complexity of future warfare, there is a strategic imperative to develop an inclusive defence strategy that reconfigures the traditional white male-focused military paradigm. It is evident that the root cause of gender inequality cannot be solved solely by doctrine and training solutions—rather a transformational organisational culture shift is pivotal and critical to the future global security. This is the first article that addresses the issues of gender diversity management for sustainable security and peace in an interdisciplinary and holistic manner. Our approach is relevant to any organisation with internal gender and intersectional diversity and systemic discrimination.

Critical factors in organisational effectiveness: The case of Saudi Arabian seaports

Alghaffari S., Nguyen H.-O., Chen P. S.-L.

Journal of Sustainable Development of Transport and Logistics

2018

Vol. 3, No. 2

49--65

Seaport management environment has continually changed over the last few decades due to increasing external pressure for seaports to be more competitive, active, dynamic and growing sustainably. These changes have created the need to manage organisational effectiveness in order to monitor port performance and achieve organisational objectives. While organisational effectiveness has been well known in organisational management and important in port management, its application to the seaport sector is limited. This paper presents exploratory research into critical factors of Saudi Arabian seaports’ organisational effectiveness. A Delphi method was applied. Data were collected from a two-round survey of the Saudi Arabian seaports, and interviews of 43 senior staff from Saudi Arabian seaports. A mixed method combining quantitative and qualitative analysis was conducted. A total of thirty-one (31) factors from six different dimensions, namely human resource management, customer service, finance, operation, marketing, research & development, were identified to be influential to OE. The gathered data are no doubt important to seaports because only limited research has been conducted on the application of the organisational effectiveness concept to the seaport sector. Findings of this research regarding selecting and evaluating the most influential factors of OE are relevant to decision makers in managing seaport organisations.