000			01321pab a2200169 454500
008			180718b2010 xxu||||| |||| 00| 0 eng d
100			_aGarrett, Terence M.
245			_aInterorganizational collaboration and the transition to the Department of Homeland Security: a knowledge analytic interpretation
260			_c2010
300			_ap.343-60.
362			_aMay
520			_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.
650			_aPublic administration
773			_aAdministration and Society
908			_aN
909			_a87609
999			_c87609 _d87609