Overcoming the intelligence-sharing paradox
Improving information sharing through change in organizational culture
Bibliographic Data
| ID | 11222169 |
|---|---|
| Authors | Marie-Helen Maras (0000-0003-3428-4622, Department of Security, Fire, and Emergency Management, John Jay College of Criminal Justice, New York, NY, USA, corresponding author) |
| Year | 2017 |
| Volume | 36 |
| Issue | 3 |
| Pages | 187-197 |
| Publication date | 2017-05-27 |
| Peer Reviewed | Yes |
| Open Access | No |
| Type | ARTICLE |
| Venue | Comparative Strategy (JOURNAL) |
| Journal identifiers | ISSN: 0149-5933 • E-ISSN: 1521-0448 |
| Publisher | Informa UK Limited (PUBLISHER • GB) |
| DOI | 10.1080/01495933.2017.1338477 |
| OpenAlex | W2752445973 |
| Language | EN |
| Citations received | 7 |
Existing organizational cultures among agencies in the intelligence community serve as barriers to information sharing. These cultures are characterized by secrecy and limited disclosure of information. Their practices of limited information distribution and existing extensive compartmentalization of information serve as impediments to information exchange between agencies in the intelligence community. To remedy this, changes in the organizational cultures of agencies in the intelligence community are required. Without a change in organizational culture, the culture of information sharing envisioned by the reforms that have occurred in the intelligence community post-9/11 will not be realized
Business · Compartmentalization (fire protection · Information exchange · Information sharing · Knowledge management · Organizational change · Organizational culture · Political science · Public relations · Secrecy · Competitive and Knowledge Intelligence · Computer Science · Intelligence, Security, War Strategy
| Unique citing works | 7 |
|---|---|
| Citations per year | 1,4 |
| Citation span | 2021 - 2026 (6) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 7 |