Corporate Security in the 21st Century
Corporate Security in the 21st Century
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21 世纪的企业安全
DOI：
10.1057/9781137346070_8
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发表时间：
2014
期刊：
影响因子：
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通讯作者：
O'Reilly C
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作者：
O'Reilly C
入侵后伊拉克的外包程度之高，使一些评论员注意到私营军事公司（PMC）-或私营军事和安保公司（PMSC），视术语偏好而定-如何构成了仅次于美国军队的第二大武装集团（例如，见Singer，2004; Avant，2005：8; PBS Frontline，2005）。然而，正如本章所证明的，市场化证券的这种同质化表征在分析上是没有帮助的。将所有这些公司视为一个看似紧密团结的单位的一部分，掩盖了一个极其多样化和流动的参与者组合，这些参与者在经验、声誉、服务提供、国籍、规模和人员配置重点等一系列其他因素方面都有所不同。事实上，这些公司经常在一个快速发展的市场中相互直接竞争。正如英国领先的风险控制公司（Control Risks）前中东业务总监埃里克·韦斯特罗普（Eric Westrop）在这一繁荣的顶峰时期所说：“伊拉克的私人保安部门是一个非常广泛的教堂。”[1]因此，本章不再重新审视关于美国安保承包商的许多担忧、批评和丑闻，而是将重点放在全球私人安保的一个独立领域：跨国安保咨询（TSC）行业。因此，本章的一个主要目的不是进一步集中于PMC，
The exceptional level of outsourcing in post-invasion Iraq led some commentators to observe how private military companies (PMCs)–or private military and security companies (PMSCs) depending on the terminological preference–constituted the second largest armed group after US troops (see, for example, Singer, 2004; Avant, 2005: 8; PBS Frontline, 2005). However, as this chapter attests, such homogenous representations of marketized security are analytically unhelpful. To cast all these firms as part of a seemingly cohesive unit masks an extremely diverse and fluid assemblage of actors that differ in terms of experience, reputation, service-provision, domicile-nation, size, and staffing emphasis, among a host of other factors. Indeed, these firms were often in direct competition with one another in what was a rapidly evolving marketplace. As Eric Westropp–formerly Operations Director for the Middle East (with special responsibility for Iraq) with leading British firm Control Risks–remarked at the peak of this boom:‘the private security sector in Iraq is a very broad church.’1 Consequently, rather than revisiting the many concerns, criticisms, and scandals that have emerged concerning security contractors in Iraq–topics on which much ink already has been spilt–the alternative focus of this chapter is upon a discrete segment of global private security: the transnational security consultancy (TSC) industry. A key aim of this chapter, therefore, is not to further concentrate on PMCs and thereby