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The Tethered Pathway to Organizational Adaptation in Collaboration: Naval and Marine Corps Force Distinction

Author

Listed:
  • Robert Wright

    (MassHealth, USA)

  • Kevin Marino

    (REAL Academy, USA)

  • Kenneth Powers

    (Department of Defense, USA)

  • Jennifer Hamburger

    (Faulkner University, USA)

  • Zachary Wilbur

    (Chicago School, USA)

Abstract

The purpose of this study was to examine how the framework of administrative tethering (AT) provides important guidance and insight at the organizational level to support a strategic management mechanism to ameliorate pressing political, social, and economic issues for the public good. This investigation was an empirical analysis of data collected from the 2020 Federal Employee Viewpoint (FEV) Survey and records attributed to the Department of the Navy (N = 32,416). The Department of the Navy consists of naval forces and marine forces for maritime operations, which conduct internal collaboration and represent cases of both external institution to institution (i2i) collaboration and internal unit to unit (u2u) collaboration. Structural equation modeling (SEM) is a useful analytical approach to examine the relationships among all the measured and latent variables. The resulting SEM analysis evoked the importance of individual behaviors on collaborative efforts.

Suggested Citation

  • Robert Wright & Kevin Marino & Kenneth Powers & Jennifer Hamburger & Zachary Wilbur, 2024. "The Tethered Pathway to Organizational Adaptation in Collaboration: Naval and Marine Corps Force Distinction," International Journal of Knowledge Management (IJKM), IGI Global, vol. 20(1), pages 1-31, January.
    • Handle: RePEc:igg:jkm000:v:20:y:2024:i:1:p:1-31
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    References listed on IDEAS

    as
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    2. Fariborz Damanpour & Richard M. Walker & Claudia N. Avellaneda, 2009. "Combinative Effects of Innovation Types and Organizational Performance: A Longitudinal Study of Service Organizations," Journal of Management Studies, Wiley Blackwell, vol. 46(4), pages 650-675, June.
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