There is an ongoing debate as to the role of women in Israel's army and to the degree of integration of women into male-dominated military positions. Using qualitative methods (in-depth interviews and participant observation), this dissertation examines the participation of women in the Israeli Defence Forces with a focus on organizational belonging and military status. / Women soldiers find distinct ways of experiencing organizational belonging and gaining status in the army. Much of women's variation in organizational belonging is linked, not to positions held, but, rather, to the kind of base at which a woman served during her service. Those serving in closed bases (at which soldiers stay to sleep), report developing a greater sense of organizational belonging than those serving in open bases (at which soldiers return home to sleep). This distinction is linked to notions of combat. Those serving at closed bases are more likely to serve in close proximity to combat. As well, closed bases are associated with combat more than are open bases regardless of the nature of individual closed bases. Thus, women serving on closed bases benefit from the prestige associated with combat positions as well as from the organizationally bonding experience of staying to sleep on the base. This stands in contrast with women serving on open bases who are more likely to have their sense of organizational belonging affected by their actual army position and rank and tend to seek status through association with higher ranking soldiers such as their officers and commanders. / There has been a great deal of literary discourse concerning women's participation in the IDF concentrating on women's military positions and ranks. While my research relates to this discourse, it differs through its emphasis on base placement over army position/rank. My study concludes with a discussion of my contribution to organizational belonging literature and with reflections on the implications of my findings for both the IDF and Jewish women in Israel.

Armed forces represent the frontline defence of a nation. To this end they train, equip and prepare themselves for all operations expected to be carried out during any such incidents. With the increasingly hostile and non-visible threat climate generated by terrorism, insurgency and localised disturbances (natural and man-made), armed forces have had to adapt and train themselves in order to carry out operations other than war. Disaster management and response is one of these activities. / Disaster management is an area of primary concern for governments around the world today. Part of the reason for such a state of affairs is the increasingly aware and informed public perception of disasters and calamities. As such any shortcomings in disaster management programs are mercilessly exposed by media sources. In order to better respond and combat disasters, it is therefore important that governments utilise all means at their disposal. Armed forces, which are ultimately responsible to the head of the state in a democratic form of government, are expected to carry out all directives that are assigned to them. Professional soldiers are trained to ignore their personal situation and state of mind and carry out their duties regardless of the distress caused or the difficulties faced. It is this dedication and their training that can prove to be a valuable asset for disaster planners. / Disaster managers need to understand and analyse how armed forces operate during a disaster response exercise. The skills that are specialised to armed forces should be disbursed within the disaster response community to better prepare them for disaster management processes. In return, the investment that is made in maintaining a battle ready force is utilised to train and equip disaster responders and managers with the tools to save their lives. / Thesis (MEngineering)--University of South Australia, 2006.

Thesis (M.S. in Joint Campaign Planning and Strategy)--Joint Forces Staff College, Joint Advanced Warfighting School, 2006. / "14 April 2006." Vita. "National Defense Univ Norfolk VA"--DTIC cover. Includes bibliographical references (p. 71-77). Also available via the Internet.

Thesis (LL. M.)--Judge Advocate General's School, U.S. Army, 1965. / "April 1965." Typescript. Includes bibliographical references (leaves [179]-183). Also issued in microfiche.

Diss. (sammanfattning) Uppsala : Uppsala universitet, 2006.

Report (M.S.)--Virginia Polytechnic Institute and State University. M.S. 1992. / Vita. Abstract. Includes bibliographical references (leaves 96-97). Also available via the Internet.

"Submitted in partial fulfillment of the requirements for the degree of Master of Business Administration from the Naval Postgraduate School, December 2008." / Advisor(s): Eitelberg, Mark ; Hudgens, Bryan. "December 2008." "MBA professional report"--Cover. Description based on title screen as viewed on January 28, 2009. Includes bibliographical references (p. 251-255). Also available in print.

Thesis (M.A.)--York University, 2007. Graduate Programme in Social Anthropology. / Typescript. Includes bibliographical references (leaves 185-196). Also available on the Internet. MODE OF ACCESS via web browser by entering the following URL: http://gateway.proquest.com/openurl?url_ver=Z39.88-2004 & res_dat=xri:pqdiss & rft_val_fmt=info:ofi/fmt:kev:mtx:dissertation & rft_dat=xri:pqdiss:MR31984.

Thesis (M.S. in Systems Technology)--Naval Postgraduate School, June 1990. / Thesis Advisor(s): Lacer, Donald A. Second Reader: Zviran, Moshe. "June 1990." Description based on title screen as viewed on March 23, 2010. DTIC Identifier(s): Decision Support Systems, Military Procurement, Decision Making. Author(s) subject terms: Acquisition, Group Decision Support System. Includes bibliographical references (p. 64). Also available in print.

Thesis (M.S. in Management)--Naval Postgraduate School, June 2002. / Thesis advisor(s): Rodney E. Tudor, Raymond E. Franck. Includes bibliographical references (p. 51-53). Also available online.