Titlebook: European Defence Equipment Collaboration; Britain’s Involvemen Alan G. Draper Book 1990 Royal United Services Institute 1990 Defence.Europe

Bunion

書目名稱European Defence Equipment Collaboration影響因子(影響力)




書目名稱European Defence Equipment Collaboration影響因子(影響力)學科排名




書目名稱European Defence Equipment Collaboration網(wǎng)絡(luò)公開度




書目名稱European Defence Equipment Collaboration網(wǎng)絡(luò)公開度學科排名




書目名稱European Defence Equipment Collaboration被引頻次




書目名稱European Defence Equipment Collaboration被引頻次學科排名




書目名稱European Defence Equipment Collaboration年度引用




書目名稱European Defence Equipment Collaboration年度引用學科排名




書目名稱European Defence Equipment Collaboration讀者反饋




書目名稱European Defence Equipment Collaboration讀者反饋學科排名

不近人情

進取心

Ministry of Defence Organisation and Collaboration: 1957 to 1976,he way of a cohesive structure in the Ministry of Defence (MOD) between 1957 and 1971 for effective co-ordination of the equipment programme. A group of international collaborative committees (Anglo-French, Anglo-German, Anglo-Italian and Anglo-Dutch and Norwegian) was established in the 1960s, and

沙發(fā)

Foreshadow

Ministry of Defence Organisation and Collaboration: 1976 to 1987, to pass into the hands of chief executives, not with an industrial background but from the armed forces and the civil service: this remained the case until, in 1985, Mr Peter Levene (now Sir Peter) exchanged the chairmanship of United Scientific Holdings for the top post in the Procurement Executiv

難聽的聲音

The Defence Industry and Collaboration: 1957 to 1987,e Paper; this (and the subsequent policy of Mr Duncan Sandys as Minister of Aviation) had had the beneficial effect of concentrating small defence firms into more competitive large groupings. The cancellations of major defence orders when the Labour administration came to power in 1964 gave yet more

難聽的聲音

The Royal Navy and Collaboration,Admiralty was known as ‘the rogue elephant of Whitehall’ — an expression used not so much with admiration and affection as in exasperation and despair! It is thus not surprising to find that procurement processes and collaborative histories for the Royal Navy are different enough from those in the o

眨眼

Crohns-disease

Problems, Partners and People,, technology and costs) have been overcome. Ideally, a project will be agreed before final national decisions are taken in these four areas, but this evidently becomes more difficult to achieve if more than one or two partners are in mind. These early discussions between military and civilians (from

remission

British Policy Towards Equipment Collaboration: A Summary and a Forward Look,al will continue to be examined against cost benefit criteria and, when decisions to proceed are taken, likely success will continue to depend on careful drafting of MOUs and strong appropriate management structures being manned by high-class government and industry staff. These conditions themselve