To what extent is organisational culture an impediment to, or a driver of, change within the Armed Forces? / Gek Peng Tay.
Material type:
TextPublication details: 2008Subject(s):
In:
Air Power Review Vol 11 No 2, Summer 2008, pp.44-58 (F3)Summary: Uses the examples of the United States Army, the Marines Corps and the US Air Force to demonstrate how different organizational cultures affect an organization's willingness to drive or resist change. Notes that these effects can occur simultaneously in different contexts within the same organization.
| Item type | Current library | Call number | Copy number | Status | Date due | Barcode | |
|---|---|---|---|---|---|---|---|
| Journal Article | Mindef Library & Info Centre Journals | MANAGEMENT (Browse shelf(Opens below)) | 1 | Not for loan | 25389-1001 |
Uses the examples of the United States Army, the Marines Corps and the US Air Force to demonstrate how different organizational cultures affect an organization's willingness to drive or resist change. Notes that these effects can occur simultaneously in different contexts within the same organization.
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