Within the discourse of scholarly research into organizational culture, intelligence studies, law enforcement reform and organizational change, the examination of post-9/11 organizational assessments and implementation has become an emerging area of investigation. This mixed-methods research focused on how mandated organizational culture change affected a traditionally hierarchical organizational subculture. After the terrorist attacks of 9/11, the Federal Bureau of Investigation (FBI) was mandated to implement an organizational culture change. The National Commission on Terrorist Attacks upon the United States directed the FBI to move from a traditional reactive investigative paradigm, to one of an intelligence-based, preventative framework. Utilizing a survey based on the competing values framework of organizational culture, and semi-structured qualitative interviews, the effects of mandated organizational culture change were identified in the FBI Special Agent organizational subculture. The data from the quantitative portion of the research identified an ongoing hierarchical organizational culture, and also revealed a preference for a more inclusive based organizational culture. The qualitative interviews provided a deeper understanding of the quantitative data in that the organizational subculture under study reported experiencing an organizational identity crisis because of the mandated organizational change. Through the research, the Special Agent organizational subculture was identified as having experienced a loss of positional primacy within the organization. The research implications identify areas of further study within several academic disciplines including organizational culture, organizational change, organizational identity, public administration and intelligence studies.
|Commitee:||Gull, Gregory, Vizzard, William|
|Department:||School of Business and Technology|
|School Location:||United States -- Minnesota|
|Source:||DAI-A 75/03(E), Dissertation Abstracts International|
|Keywords:||Competing values framework, Hierarchical subculture, Organizational change, Organizational culture|
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