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Militant and Rebel Organization(s)

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An emerging trend in research on militant groups asks how structures, dynamics, and relationships within these organizations influence key wartime and postwar outcomes. While the analytical pivot toward organizations advances the field in essential ways, scholars still lack a unified conceptual approach to organization-centric analyses of militancy. This article distills four key dimensions for analysis from organizational sociology: roles, relations, behaviors, and goals. It then reviews four new works on militant organizations and outlines their place in this emergent research trajectory. These books, we argue, underscore how situating research at the organizational level sheds new light on political outcomes such as rebel resilience, social service provision, and deployment of violence. We then highlight two related and promising organizational research agendas for future studies.
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Document Type: Review Article

Publication date: 01 January 2018

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  • Comparative Politics is an international journal that publishes scholarly articles devoted to the comparative analysis of political institutions and behavior. It was founded in 1968 to further the development of comparative political theory and the application of comparative theoretical analysis to the empirical investigation of political issues. Comparative Politics communicates new ideas and research findings to social scientists, scholars, and students, and is valued by experts in research organizations, foundations, and consulates throughout the world.
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