Managing the transformation: a change management strategy for U.S. Marine Corps expeditionary energy initiatives
Whitt, Daniel H.
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In a response to the increasing demand for energy that threatens to limit the range and scope of expeditionary operations, the Expeditionary Energy Office spearheaded a campaign to instill a mindset of energy efficiency across the United States Marine Corps (USMC). However, pursuing an organizational change of this type necessitates a structured management process. This research identifies organizational change management approaches, theories, and models that will support the Marine Corps' adoption of energy efficient practices. The work incorporated a meta-narrative analysis to construct a narrative summary of the change management literature and the organizational characteristics of the Marine Corps that contribute to change. The synthesis of these narrative summaries revealed that extant organizational change models do not align with the unique organizational characteristics of the Marine Corps and, therefore, are not sufficient in guiding organizational change. As such, this study introduces the Portfolio of Change as a theoretical concept that appropriately structures organizational change for the uniqueness of the Marine Corps. This study also introduces the USMC Model for Change as a guide to developing an approach utilizing the Portfolio of Change.
RightsThis publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States.
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