Works matching IS 10861718 AND DT 2004 AND VI 13 AND IP 6

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    Changing the organization but maintaining the culture: The centrality of organizational mission to the reform process. An overview of the United States Environmental Protection Agency and the Environment Agency for England and Wales <FNR></FNR><FN>This paper is based on a larger research project including over 100 hours of interview data collected at the US EPA and the EA, see McMahon (1999). The interviews were semi-structured and examined 15 key themes (McMahon, 1999: p. 60). Officials across all levels of each agency (headquarters, regional and area/field office) were interviewed. </FN><FNR></FNR><FN>This paper examines two agencies experiencing considerable organizational upheaval. The US EPA, created in 1970, experienced a wide-ranging reform process as part of the so-called ‘Reinvention of Government’ under President Clinton and Vice-President Gore. This ‘Reinvention’ was the result of the findings of the National Performance Review (NPR) commissioned by Vice-President Gore. The NPR led to upheaval across all areas of the federal bureaucracy in an attempt to create government ‘that works better and costs less’ (Accompanying Report of the National Performance Review, September 1993). The EPA experienced a great deal of change as a result of the reinvention effort (see McMahon, 1999: chap. 6). The EA was a new agency, created in April 1996 from 85 existing organizations. Most of the staff in the new EA had come from existing organizations — the effects of the move to a new organization were, in many cases, detrimental to motivations. The efficiency of the EA as an environmental regulator was severely criticized in 2000 by a House of Commons Select Committee Report (SCETRA, 2000). Many of the criticisms made of the EA by this Committee can reasonably be attributed to the failure, by those charged with creating the new EA, to assess how existing cultural identities would be combined in a new organization. The absenc

    Published in:
    Strategic Change, 2004, v. 13, n. 6, p. 323, doi. 10.1002/jsc.689
    By:
    • McMahon, Robert K.
    Publication type:
    Article
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