Minding the Gap: Case Study of a Police Organization and Attempted Innovation

This dissertation explored how police administrators in one large U.S. police agency introduced an innovation that attempted to tighten organizational loose coupling by democratizing information and establishing an accountability process, and how the ‘rank and file’ reacted to the organizational change attempts. Using police officers’ perceptions and voices this dissertation examined how one agency tried to penetrate police culture and practice with strategies designed to override some of the closely held organizational tenets. Leadership and organizational justice theories framed the exploration. The findings of this organizational study may suggest implications and considerations for other law enforcement agencies attempting change of this kind, especially for agencies seeking to increase accountability.