The Yin-Yang Military

Prologue: Ambidexterity, Viability and Identity
Part I: Structures and Networks
Chapter 1: Resolving Contradictions in Military Operations via Ambidexterity
Chapter 2: Unravelling the Process Dimension of Ambidexterity: Reinterpreting a Case of Collaborative Digital Servitization
Chapter 3: African Winds: Versatile Value Creation in the Military
Part II: Tasks and Roles
Chapter 4: Peace Operations in a Changed 'Warscape': A Call for Polydexterity 
Chapter 5: Civil-Military Interaction Meets Civil-Military Relations: Confronting the Two Literatures in a Reflection on Ambidextrous Civil-Military Practices
Chapter 6: Bombing ISIS. Public Support and Public Dilemmas
Chapter 7: Military Culture and the Challenge of Ambidexterity in Complex Operations
Chapter 8: Achilles and Odysseus in Non-Fiction. Fact or Fiction?
Part III:Cultural Issues
Chapter 9: The Different Soldiers: A Look at Diversity and Inclusion in Military Organizations
Chapter 10: A Generic Officer Education Model for Producing Officers with Ambidextrous Competences and Skills
Chapter 11: Carnival Mockery of the Locals: The Ambidexterity of Organizational Gossip in Print
Chapter 12: The Influence of Cultural Differences on the Relationship between Employee and Supervisor, and Employee Attitudes and Behavior
Chapter 13: Controlling Material Resources in the Military: The Need for Ambidexterity
Chapter 14: Readjusting to Civilian Life. Beyond Service in an Ambidextrous Organization
Part IV:Nations and Allies
Chapter 15: In Shape we Trust! Trust Theory put to the Test Within an Ambidexterious Headquarters
Chapter 16: America First? Ambidexterity in Safety and Security: A Study Across the World's Fifteen Leading Military Powers, 2006-2016
Epilogue: Poly-Dexterity and its Challenges

Jacqueline Heeren-Bogers is an assistant professor of Defense Accounting Control and Economics at the Faculty of Military Sciences of the Netherlands Defense Academy. Her research focuses on the impact of so-called hard controls that relate to formal instruments like rules and segregation of duties and so-called soft controls linked to the culture, ethical climate and leadership within the organization.


René Moelker is an associate professor of sociology at the Royal Military Academy, the Netherlands. He holds a doctorate from the Erasmus University, Rotterdam. His work in military sociology concentrates on the sociology of military families, military technology, military profession, the military sociology of Norbert Elias, military education, conflict in Chechnya, and the media. His latest project focuses on veterans and veteran care.


Esmeralda Kleinreesink is a lieutenant-colonel with the Royal Netherlands Air force. She is specialized in international comparative research in the field of military veterans, in particular research into military autobiographies.
Jan van der Meulen is a sociologist. His research and publications focus on civil-military relations. Until his retirement he was associate professor at the Netherlands Defense Academy and professor by special appointment at Leiden University.

Joseph Soeters is a professor of organization studies at the School of Social and Behavioral Sciences, Tilburg University, the Netherlands. His work focuses on the interconnection of sociology and management on one side and military studies on the other side.

Robert Beeres is a professor of defense economics, Department of Military Management Studies at the Faculty of Military Sciences, the Netherlands Defense Academy.