The attacks of September 11th transformed homeland security into a central policy task for governments in the U.S., culminating in the creation of the Department of Homeland Security. Planning and preparation for counter terrorism were no longer secondary priorities. This article seeks to examine some of the salient organizational and management issues that could potentially facilitate or impair DHS’s successful integration of its varied 22 agencies, and its subsequent execution of its critical tasks associated with countering terrorism and bioterrorism. Characterizing this change as a type of punctuated equilibrium, this article closes by suggesting that a differentiated network structure offers a potentially powerful mechanism by which the DHS could proactively and effectively address many of these leadership, management and organizational challenges.
Dodge, N.M., Whitehead, C.J. and Gerber, B.J. (2004), "INTEGRATION OR DISINTEGRATION? AN EXAMINATION OF THE CORE ORGANIZATIONAL AND MANAGEMENT CHALLENGES AT THE DEPARTMENT OF HOMELAND SECURITY", Blair, J., Fottler, M. and Zapanta, A.C. (Ed.) Bioterrorism Preparedness, Attack and Response (Advances in Health Care Management, Vol. 4), Emerald Group Publishing Limited, Bingley, pp. 345-366. https://doi.org/10.1016/S1474-8231(04)04014-5Download as .RIS
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