Strategic relevancy: An examination of organizational cultures within a public sector engineering and logistics facility

This mixed method study analyzed the organizational cultures and subcultures in a large public sector engineering and logistics facility (PSELF) and their impact on future strategic relevancy of the organization. The greater reliance on public sector employees in non-traditional roles (Cahlink, 2004; Carter & White, 2001) demands effective workforce planning and an organizational culture that is strategically relevant and aligned with the changing needs of the Armed Forces. Research was performed utilizing the Organizational Cultural Assessment Instrument (OCAI) of Cameron and Quinn (1999), augmented with a demographic instrument and sequentially followed with a two-phased Delphi Method Study. The resulting group consensus derived from the Delphi study served as a grounded baseline for this research study. Information from this study informed public sector leadership of organizational practices when strategically aligning organizational culture to meet future needs.