Pentagon Capitalism

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A01=A. J. Murphy
Author_A. J. Murphy
brandeis historian
business and the military
Category=JPQB
Category=JW
Category=KCP
Category=NHTW
Category=NHW
cold war political economy
cold war us military
defense bureaucracy
defense contracting
defense department reform
eq_bestseller
eq_business-finance-law
eq_history
eq_isMigrated=1
eq_isMigrated=2
eq_nobargain
eq_non-fiction
eq_society-politics
forthcoming
harvard business school influence
management studies
military budgeting and finance
military industrial complex
military management
military officer training
military privatization
military work and labor
national security privatization
organizational history
pentagon business model
pentagon capitalism
robert mcnamara
systems analysis defense
taylorism in the military
us capitalism history
us military history

Product details

  • ISBN 9780674272811
  • Weight: 592g
  • Dimensions: 156 x 235mm
  • Publication Date: 04 Aug 2026
  • Publisher: Harvard University Press
  • Publication City/Country: US
  • Product Form: Hardback
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A pioneering study of the Cold War military-industrial complex shows how defense leaders reorganized the US armed forces in the image of commercial enterprise.

The strategic landscape of the Cold War generated political support for a permanent US military force of unprecedented scale. Faced with the problem of managing this behemoth, leaders of the defense bureaucracy looked to private industry for inspiration: since the military now resembled a huge industrial conglomerate, they reasoned, it should be run like a business. A. J. Murphy explores the profound consequences of translating military structures of command, logistics, and warfare into capitalist terms.

In the realm of budgeting and finance, defense reformers refashioned the supply process as a buy-and-sell transaction between units, requiring officers to express their need for equipment and labor in dollar terms. Bureaucrats embraced Taylorist work measurement to supervise everything from clerical filing to the production of massive weapons systems. The services even engaged management consultants to establish officer-training academies modeled on the Harvard Business School.

After the Vietnam War, many military leaders pushed back, questioning “managerialism” and calling for a return to traditional concepts of command. Civilian critics also chimed in, protesting the callousness of the business-minded secretary of defense, Robert McNamara, who famously measured success and failure in body counts. By this time, however, the language and values of management had thoroughly infiltrated the military’s institutional structure and daily operations. As Pentagon Capitalism makes clear, the reorganization of the defense bureaucracy along the lines of a for-profit firm durably altered the experience of military work and facilitated the lasting privatization of US national security.

A. J. Murphy is Assistant Professor of History at Brandeis University.

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