Exploring Civil-Military Operations and Financial Management Practices: Insights into Organizational Efficiency and Operational Effectiveness

Authors

  • JULIE ANN MIRABUENO Northeastern College Author

DOI:

https://doi.org/10.64358/jstgpa.v2i2.75

Keywords:

Civil-Military Operations, Financial Management, Organizational Efficiency, Operational Effectiveness, Military Administration, Qualitative Research

Abstract

Civil-Military Operations (CMO) and financial management serve as critical pillars in ensuring the successful implementation of military programs, community engagement initiatives, and organizational sustainability. This qualitative study explored the experiences, practices, challenges, and strategies of military personnel involved in civil-military operations and financial management. Using a phenomenological research design, data were gathered through in-depth interviews with fifteen key informants composed of military officers, finance personnel, and civil-military operations practitioners. Thematic analysis revealed five major themes: (1) Community-Centered Civil-Military Engagement, (2) Accountability and Transparency in Financial Management, (3) Interagency Collaboration and Partnership Building, (4) Operational Challenges and Resource Constraints, and (5) Adaptive Strategies for Organizational Efficiency. Findings indicate that effective civil-military operations depend largely on strong community relationships, while sound financial management enhances accountability, resource utilization, and mission accomplishment. The study highlights the importance of integrating participatory governance, financial transparency, and strategic leadership to strengthen organizational efficiency and operational effectiveness. The findings contribute to the growing literature on public sector management, military administration, and organizational governance by providing context-specific insights into the interconnected roles of civil-military operations and financial management.

References

Alami, A., & Sulaiman, M. A. (2022). Civil-military cooperation and community resilience in disaster management: Lessons from developing countries. International Journal of Disaster Risk Reduction, 74, 102923. https://doi.org/10.1016/j.ijdrr.2022.102923

Andrews, M., Pritchett, L., & Woolcock, M. (2014). Building State Capability. Oxford University Press.

Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120. https://doi.org/10.1177/014920639101700108

Bovens, M., Goodin, R. E., & Schillemans, T. (2014). The Oxford handbook of public accountability. Oxford University Press. https://doi.org/10.1093/oxfordhb/9780199641253.001.0001

Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77–101. https://doi.org/10.1191/1478088706qp063oa

Bryson, J. M., Crosby, B. C., & Stone, M. M. (2015). Designing and implementing cross-sector collaborations. Public Administration Review, 75(5), 647–663. https://doi.org/10.1111/puar.12432

Denhardt, J. V., Denhardt, R. B., & Blanc, T. A. (2014). Public administration: An action orientation (7th ed.). Cengage Learning.

Diamond, J. (2013). Good Practice Note: Public Financial Management. IMF.

Emerson, K., & Nabatchi, T. (2015). Collaborative Governance Regimes. Georgetown University Press.

Freeman, R. E. (1984). Strategic Management: A Stakeholder Approach. Pitman.

Heifetz, R., Grashow, A., & Linsky, M. (2009). The Practice of Adaptive Leadership. Harvard Business Press.

Huntington, S. P. (1957). The Soldier and the State. Harvard University Press.

Klijn, E. H., & Koppenjan, J. F. M. (2016). Governance networks in the public sector. Routledge. https://doi.org/10.4324/9781315887098

Lincoln, Y. S., & Guba, E. G. (1985). Naturalistic Inquiry. Sage.

Moynihan, D. P., & Pandey, S. K. (2010). The big question for performance management. Public Administration Review, 70(6), 849–860. https://doi.org/10.1111/j.1540-6210.2010.02281.x

Northouse, P. G. (2022). Leadership: Theory and Practice (9th ed.). Sage.

Patton, M. Q. (2015). Qualitative Research and Evaluation Methods (4th ed.). Sage.

Pollitt, C., & Bouckaert, G. (2017). Public Management Reform (4th ed.). Oxford University Press.

Schiff, R. L. (2009). The Military and Domestic Politics. Routledge.

Van Wart, M., Roman, A., Wang, X., & Liu, C. (2019). Operational effectiveness and public-sector leadership: A systematic review. International Journal of Public Leadership, 15(1), 7–26. https://doi.org/10.1108/IJPL-10-2018-0056

Yang, K., & Holzer, M. (2006). The performance–trust link: Implications for performance measurement. Public Administration Review, 66(1), 114–126. https://doi.org/10.1111/j.1540-6210.2006.00560.x

Zehir, C., Ertosun, Ö. G., Zehir, S., & Müceldili, B. (2012). Total quality management practices’ effects on quality performance and innovative performance. Procedia - Social and Behavioral Sciences, 41, 273–280. https://doi.org/10.1016/j.sbspro.2012.04.031

Downloads

Published

2026-06-30

Issue

Vol. 2 No. 2 (2026): Journal of Social Transformation, Governance and Public Administration

Section

Articles

License

Copyright (c) 2026 Journal of Social Transformation, Governance and Public Administration

Creative Commons License

This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

This article is licensed under a Creative Commons Attribution Noncommercial 4.0 International License, which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons license, and indicate if changes were made. Under this license, you may not use the material for any commercial purposes.

The images or other third-party material in this article are included under the Creative Commons license, unless indicated otherwise in a credit line to the material.