The Transformation of Transatlantic Counter-Terrorism 2001-2025

This fellowship addresses two salient and inter-related questions in current counter-terrorism. First, why and how have counter-terrorism organisations in the transatlantic space transformed since 9/11? Second, given that a lack of trust remains a key inhibitor for better information exchange, how can it be improved? These themes are integrated in three research questions: 1/ Does a Post-Fordist conceptual framework enhance understanding of transatlantic CT transformation? 2/ What are the implications of this transformation for trust and information exchange? 3/ How can trust be improved?

To address these questions the fellowship follows two research strands. The first addresses an acknowledged lack of theory in the literature on US and EU CT organisation by providing a major new theoretical explanation of the profound transformation of CT intelligence and policing since 9/11. It will apply a Post-Fordist framework originally used in industrial sociology to better understand the organisational solutions adopted by CT communities. When placed in the wider context of societal change, Post-Fordism's central organisational tenets of outsourcing; a network approach; core-periphery divide; and centralisation and de-centralisation will break new ground in understanding why and how transatlantic CT transformation has occurred. Other military sociology theories will give illuminating new perspectives on top-down innovative or bottom-up adaptive drivers of transformation; the development of professional status and organisational capabilities; the militarisation of police CT responses; and the implications of this transformation for organisational cohesion, trust and liaison, providing the richest sociological analysis to date.
Building on three years of research and exploiting the applicant's unique CT network, the second strand follows the end of strand 1 by developing trust and capacity building through the pilot and refinement of a transatlantic CT Centre of Excellence (CoE). Identified by practitioners as sorely needed to help build trust between mid-level operational personnel, it will do so through the development of a syllabus focused on the sharing of operational and organisational lessons, the standardisation of terminology, and the development of trust. As demonstrated by the supporting letters, successful delivery of the CoE will have major international practical impact. With the Post-Fordist transformation context, it will also generate new data on trust building and liaison in this domain.

The argument that there has been a transformation of transatlantic CT since 9/11, and that Post-Fordism best explains this, is controversial. Transformation has not been uniform, and many national CT organisations remain resistant, or unable, to change. Nevertheless, there is evidence to suggest that Post-Fordism explains the broad trajectory of CT organisation. To make this argument, the project will first gather data on US, EU and selected EU Member States CT organisation prior to 9/11 to establish a comparative evidential base using primary and secondary sources. Second, using interviews with policymakers and practitioners involved in organisational change, the applicability of the Post-Fordist framework will be analysed, along with top-down and bottom-up drivers of CT transformation. Third, using practitioner interviews and fieldwork observations, some of the lower-level micro sociological aspects of this CT transformation will be examined, such as the militarisation of police CT responses and the importance of professionalism. Fourth, organisational cohesion, trust and liaison in the CT community will be examined through engagement with CoE attendees. Senior practitioners on the Advisory Board will ensure research oversight, while a conference to elucidate key lessons learnt from both strands will occur towards the end of the fellowship.

As a result of the unique network this research project will exploit it is very well sited to deliver major and innovative international impact. My approach to achieving this impact is based on engaging closely with practitioners from each of policy community from the start. This is necessary not just to overcome problems of access to information, but also to build up credibility and trust. We will rely on the highly-experienced members of the Advisory Board, our Centre of Excellence (CoE) meetings, and a workshop in Bath to keep practitioners engaged.
Research users:
1. Academics: There has been no sociological attempt to conceptualise the recent common changes in transatlantic CT organisation and practice. My conceptual approach to understanding CT transformation, and its implications for trust is novel, interdisciplinary and adds depth to the field. It is likely to prove influential beyond CT/intelligence studies scholars and have impact in wider IR and sociology audiences. The involvement of the PI/Co-I in CoE delivery, this strand's process tracing methodology, its focus on trust, the inclusion of CoE participants in research production, and the pursuit of institutional accreditation partnerships highlight the unique innovative academic outputs of the research project.
2. Practitioners: The transatlantic CT community will benefit from both Strands. Strand 1 provides an overarching framework for understanding organisational change in their domain, while strand 2 is specifically designed to address their needs by increasing trust and speed of information exchange between mid-level practitioners. In particular CT practitioners will:
- Develop relations with other practitioners in an educational environment conducive to trust building and faster information exchange
- Learn about national barriers to information sharing and best practices/lessons learned from recent terrorist attacks.
- Learn about research and technological innovation in CT
- Be exposed to sector innovative leaders with experiences of organisational reforms
- Produce a Standardisation handbook that will aid information sharing.
3. Businesses: The involvement of business partners such as BAE, Thales, Microsoft and Facebook indicate the commercial interest in the CoE. In particular, these firms are interested in sharing and learning best practices concerning their technologies and CT. They are willing to lecture on the course and will receive knowledge on CT best practice. Such interactions may contribute to new technological innovations.
4. Think tanks: Through its partnership with Globsec, the research project is deeply integrated with a very high profile security think tank committed to CT reform. Globsec continues to part fund and host the activities of the network and promotes them annually at its International Security Conference that is attended by senior international policy makers and provides excellent opportunities for networking, research promotion and impact.
5. International and national level policy makers: These have already expressed great interest in the CoE. In the secretive world of intelligence they recognise this is an innovative attempt to increase trust and hence security. Once the CoE has been concept proved, there is a strong possibility that a framework nation will take over its delivery on a permanent and formalised basis. The longer-term benefits of this increased trust will be CT organisations have better situational awareness and decision-making. Delivering a practical organisational solution endorsed by a national government, internationally attended, and valued by practitioners and policymakers alike, would represent one of the highest forms of international impact possible.
6. Society: Better trust and liaison amongst operational CT officers benefits society in general (CoE delivery), as does better understanding of the processes through which this occurs (strands 1 and 2). Please see Pathways to Impact.