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Abstract

The Department of Homeland Security (DHS) transition has shown problems between executive political leadership, management associations, and labor unions, despite “collaborative efforts,” resulting in bureaucratic inertia. This means slower incremental changes for proposed personnel reforms based on private business models advocated by presidential administrations in recent years. The author submits that collaborati©ve organizational reforms advocated by those at the top of the pyramid have been stymied by differences in knowledges between executives, managers, and workers in the DHS. The executive level of knowledge continues dominating public organizations at the continued expense of workers through management initiatives such as the new public management and collaborative public management movements.

Keywords

knowledge analytic Department of Homeland Security collaborative management private business model critique bureaucracy

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Interorganizational Collaboration and the Transition to the Department of Homeland Security

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