Too central to fail? Terror networks and leadership decapitation

Daniel Milton and Bryan Price

International Interactions, 2020, vol. 46, issue 3, 309-333

Abstract: Leadership decapitation, as a means of hindering the operations and hastening the demise of terrorist organizations, has been the subject of a growing body of research. However, these studies have not examined how an organization’s position in a broader network impacts its ability to weather decapitation. We argue that highly networked organizations possess characteristics that make decapitation less effective. To test this argument, we combine data on leadership decapitation with network data on terrorist organizations and find that well-networked organizations are resilience to leadership decapitation. Our study has implications for our understanding of how terrorist organizations respond to counterterrorism efforts.

Date: 2020
References: Add references at CitEc
Citations:

Downloads: (external link)
http://hdl.handle.net/10.1080/03050629.2020.1719406 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:taf:ginixx:v:46:y:2020:i:3:p:309-333

Ordering information: This journal article can be ordered from
http://www.tandfonline.com/pricing/journal/GINI20

DOI: 10.1080/03050629.2020.1719406

Access Statistics for this article

International Interactions is currently edited by Michael Colaresi and Gerald Schneider

More articles in International Interactions from Taylor & Francis Journals
Bibliographic data for series maintained by Chris Longhurst ().