01252pab a2200133 454500008004000000100002400040245013300064260000900197300001400206362000800220520083300228650002601061773003101087180718b2010   xxu||||| |||| 00| 0 eng d  aGarrett, Terence M.  aInterorganizational collaboration and the transition to the Department of Homeland Security: a knowledge analytic interpretation  c2010  ap.343-60.  aMay  aThe 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.  aPublic administration  aAdministration and Society