Corporate Culture in the CF and DND – Descriptive Themes and Emergent Models

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Authors
  1. Hill, S.A.
Corporate Authors
Defence R&D Canada - Centre for Operational Research and Analysis, Ottawa ON (CAN)
Abstract
This exploratory study of the corporate culture of the Canadian Forces (CF) and Department of National Defence (DND) was undertaken to address an identified understanding gap. Understanding corporate culture is of particular importance when large-scale, fundamental reforms are introduced within an organizational context, as in the case of CF Transformation, because culture can either facilitate or hinder such change efforts. Interviews with 45 senior decision makers spanning the top “layers” of the organizational hierarchy of the CF/DND were analyzed, and a description of the corporate culture and its internal dynamics emerged with some clarity. Data from the interviews were also compared against an existing model of corporate culture drawn from the scholarly literature, with illuminating results. Recommendations for maintaining areas of strength, for improvement in problematic domains, and for additional research are made.

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Keywords
Corporate Culture;Senior Decision Makers;Qualitative Analysis;CF Transformation
Report Number
DRDC-CORA-TR-2007-019 — Technical Report
Date of publication
01 Dec 2007
Number of Pages
75
DSTKIM No
CA032636
CANDIS No
531836
Format(s):
Electronic Document(PDF)

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