Interorganizational collaboration and the transition to the Department of Homeland Security: a knowledge analytic interpretation
By: Garrett, Terence M.
Material type:
ArticlePublisher: 2010Description: p.343-60.Subject(s): Public administration
In:
Administration and SocietySummary: The Department of Homeland Security (DHS) transition has shown problems between executive political leadership, management, associations, and labor unions, despite "collaborative efforts", resulting in bureaucratic inertia. This means slower incremental changes for proposed personnel reforms based on private business models advocated by presidential administrations in recent years. The author submits that collaborative organizational reforms advocated by those at the top of the pyramid have been stymied by differences in knowledges between executives, managers, and workers in the DHS. The executive level of knowledge continues dominating public organizations at the continued expense of workers through management initiatives such as the new public management and collaborative public management movements. - Reproduced.
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Articles
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Indian Institute of Public Administration | Volume no: 42, Issue no: 3 | Available | AR88069 |
The Department of Homeland Security (DHS) transition has shown problems between executive political leadership, management, associations, and labor unions, despite "collaborative efforts", resulting in bureaucratic inertia. This means slower incremental changes for proposed personnel reforms based on private business models advocated by presidential administrations in recent years. The author submits that collaborative organizational reforms advocated by those at the top of the pyramid have been stymied by differences in knowledges between executives, managers, and workers in the DHS. The executive level of knowledge continues dominating public organizations at the continued expense of workers through management initiatives such as the new public management and collaborative public management movements. - Reproduced.
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