Public sector organizational change : a study of the relationship between work space and collaboration as an indicator of culture change
| dc.contributor.advisor | Henderson, Lenneal J. | |
| dc.contributor.advisor | Naylor, Lorenda A. | |
| dc.contributor.advisor | Gibson, Ed | |
| dc.contributor.author | Burns, Cynthia Quick | |
| dc.contributor.department | University of Baltimore. College of Public Affairs | en_US |
| dc.contributor.program | University of Baltimore. Doctor of Public Administration | en_US |
| dc.date.accessioned | 2017-01-13T19:22:27Z | |
| dc.date.available | 2017-01-13T19:22:27Z | |
| dc.date.issued | 2015-07 | |
| dc.description | D.P.A. -- University of Baltimore, 2015 | en_US |
| dc.description | Dissertation submitted to College of Public Affairs at the University of Baltimore in partial fulfillment of the requirements for the degree of Doctor of Public Administration. | en_US |
| dc.description.abstract | In this mixed methods study, logistics regression analysis indicates a causal relationship between collaboration and work space; hermeneutics and content analysis revealed Congressional interest in inter-agency collaboration, yet lacked compelling evidence of a relationship between the variables of interest. The literature review exposed a broad expanse of theories on organization change and its many components. The perspective of change in this study is organizational culture, with a focus on one factor, collaboration. This research included analysis of secondary data from the annual OPM Federal Employee Viewpoint Survey and Congressional documents. Bivariate regression analysis revealed that work space and collaboration have a causal relationship and that managers’ support of collaboration indicates a stronger effect than the information sharing behavior of co-workers. Implications for future research are discussed. | en_US |
| dc.format.extent | ix, 220 leaves | en_US |
| dc.format.mimetype | application/pdf | |
| dc.genre | dissertations | en_US |
| dc.identifier | doi:10.13016/M2HZ67 | |
| dc.identifier.other | Burns_baltimore_0942A_10065 | |
| dc.identifier.other | UB_2015_Burns_C | |
| dc.identifier.uri | http://hdl.handle.net/11603/3791 | |
| dc.language.iso | en_US | en_US |
| dc.rights | This item may be protected under Title 17 of the U.S. Copyright Law. It is made available by the University of Baltimore for non-commercial research and educational purposes. | en_US |
| dc.subject | change | en_US |
| dc.subject | collaboration | en_US |
| dc.subject | culture | en_US |
| dc.subject | workspace | en_US |
| dc.subject.lcsh | Organizational change | en_US |
| dc.subject.lcsh | Corporate culture | |
| dc.subject.lcsh | Employees | en_US |
| dc.subject.lcsh | United States | en_US |
| dc.title | Public sector organizational change : a study of the relationship between work space and collaboration as an indicator of culture change | en_US |
| dc.type | Text | en_US |