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Exploring Differences in Organizational Culture Within the Department of Defense

James RyseffJonathan Welch (Project associate)

出版	RAND, 2023
ISBN	19774114529781977411457
URL	http://books.google.com.hk/books?id=UGcS0AEACAAJ&hl=&source=gbs_api

註釋

As the U.S. Department of Defense (DoD) pivots to deal with the pacing threat posed by China, its leadership recognizes that it can no longer rely on its technological advantage to ensure victory. Instead, DoD's leaders recognize that they must change the culture of the department to make it more innovative and adaptive in order to overcome new threats. The authors of this report analyzed the organizational culture of communities within DoD to understand how the current culture could be characterized and how DoD's culture varies within the department. Building on this research could help DoD's leaders achieve their desired cultural change. For this report, the authors used the Competing Values Framework (CVF) as an organizing framework for their analysis of organizational culture. The CVF differentiates among types of organizational culture and categorizes it into four dimensions: Adhocracy, Hierarchy, Clan, and Market. An Adhocracy culture dimension has a flexible, externally oriented culture; a Hierarchy culture has a stable, internally focused culture; a Clan culture has a flexible, internally oriented culture; and a Market culture has a stable, externally oriented culture.