ABSTRACT
This chapter examines the armed forces (militaries) through the lens of the public manager while recognizing the difficulties in measuring the value that they create, particularly since defense is a public good that is valued differently by individuals within the public, and also since armed forces may need to engage in value destruction to protect the systems of value creation. It also examines questions of collective security as “public value between nations,” and the contribution of armed forces through non-military channels such as innovation spin-offs and civil administration support. The chapter then situates militaries within the politics-administration dichotomy and the strategic triangle’s questions about legitimacy, operational resources, and a recognition of public value. The chapter also considers the role of politicians as “final arbiters” when challenged by militaries, as well as the need for armed forces to respond to values articulated by citizens. The chapter finally synthesizes these various points so as to highlight rich lessons that armed forces hold for public managers in civilian contexts as well.
