ORGANIZATIONAL CULTURE IN AIR FORCE SPECIAL OPERATIONS COMMAND: MYTHS AND REALITIES
Huston, Brian R.
Powley, Edward H. IV
Everton, Sean F.
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For 40 years a large amount of literature has concluded that organizational culture and innovation are closely linked. This thesis uses a prominent organizational culture diagnostic tool, the organizational culture assessment instrument, to map the organizational culture of Air Force Special Operations Command operational units and determine if the organization is naturally inclined to innovate. This study, conducted over a period of six weeks, concludes that Air Force special operations personnel believe their organization has a culture that is not inclined to innovate. This thesis compares and contrasts a theory of the historic Air Commandos’ organizational culture with a modern-day empirical analysis of Air Commando culture today. It illuminates potential conflicts in narratives and sources of organizational pain. It also uses the data collected to inform leadership of the tendencies of the current and desired organizational culture. Finally, it provides suggestions for further research to expand knowledge regarding organizational culture and innovation in special operations.
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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