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| 02022cam 2200301za 4500 |
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| 001 | 9.821100 |
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| 003 | CaOODSP |
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| 005 | 20221107143356 |
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| 007 | cr ||||||||||| |
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| 008 | 160714s2007 onc|||||o f000 0 eng d |
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| 040 | |aCaOODSP|beng |
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| 041 | |aeng|bfre |
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| 043 | |an-cn--- |
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| 086 | 1 |aD68-4/19-2007E-PDF |
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| 100 | 1 |aHill, Sarah A. |
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| 245 | 10|aCorporate culture in the CF and DND |h[electronic resource] : |bdescriptive themes and emergent models / |cby Sarah A. Hill. |
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| 260 | |a[Ottawa] : |bDefence Research and Development Canada, |cc2007. |
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| 300 | |axi, 69 p. : |bfigures. |
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| 490 | 1 |aTechnical report ; |v2007-19 |
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| 500 | |a"December 2007." |
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| 504 | |aIncludes bibliographical references. |
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| 520 | |aThis 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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| 692 | 07|2gccst|aTechnical reports |
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| 693 | 07|aQualitative Analysis |
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| 693 | 07|aCorporate Culture |
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| 710 | 1 |aCanada. |bDefence R&D Canada. |
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| 830 | #0|aTechnical report (Defence R&D Canada)|v2007-19|w(CaOODSP)9.820558 |
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| 856 | 40|qPDF|s570 KB|uhttps://publications.gc.ca/collections/collection_2016/rddc-drdc/D68-4-19-2007-eng.pdf |
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