U.S.–India defense technology sharing and manufacturing
Legacies of defense organizational processes
in The future of U.S.–India security cooperation
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Despite growing U.S.–India defense technology trade, there are visible limits to progress in defense technology sharing and manufacturing cooperation. This chapter first details the organizational behavior model of bureaucratic effects on defense policy, and why the nature of contemporary U.S.–India defense technology sharing and manufacturing cooperation is best understood through this model. It then explores the current status and projected trajectories of these two separate strands of the broader U.S.–India strategic partnership. The chapter argues that their conflicting “organizational essences” – the core understanding of bureaucrats of their agency’s mission and image of success – are too ingrained to expect substantively more in this realm of bilateral cooperation than what is already being conducted. Reforming such systems requires a level of political intervention on both sides that neither administration appears willing to make. In such a strategic partnership where bureaucratic interactions play a prominent role in defining its evolution, and these interactions take the form of conflictual organizational essences, the optimal approach for both capitals is to adopt a gradualist approach in developing their partnership. As such, they should seek consensus where they can, and attempt to downplay, or ideally abandon, the contrasting teleological expectations that currently bedevil the relationship.


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