skip navigation

Add your conference to our Justice Events calendar


Register for Latest Research

Stay Informed
Register with NCJRS to receive NCJRS's biweekly e-newsletter JUSTINFO and additional periodic emails from NCJRS and the NCJRS federal sponsors that highlight the latest research published or sponsored by the Office of Justice Programs.

NCJRS Abstract

The document referenced below is part of the NCJRS Library collection. To conduct further searches of the collection, visit the NCJRS Abstracts Database. See the Obtain Documents page for direction on how to access resources online, via mail, through interlibrary loans, or in a local library.

  NCJ Number: NCJ 199486   Add to Shopping cart   Find in a Library
  Title: Organizing for Change in a Criminal Justice Technology Development Agency
  Document URL: PDF 
  Author(s): David G. Boyd
  Date Published: 02/2000
  Page Count: 377
  Annotation: This document examines the technology development efforts of a Federal criminal justice research agency during two different organizational phases.
  Abstract: The two organizational phases, as the National Institute of Law Enforcement and Criminal Justice (NILECJ) from 1969 to 1980, and as the National Institute of Justice (NIJ) from 1992 to the present, are treated as separate organizations in this study. An embedded single-case study was employed. The goals of the study were to establish (1) whether there are substantial differences between the two organizations; (2) whether the modified second organization was more effective than the first; and (3) whether the identified differences, if any, are sufficient to explain variations in organizational effectiveness. The study identifies six key subsystems in any organization: the goals, formal structure, technology, informal norms and processes, environment, and the interactions of these subsystems. Results show that during the NILECJ period the technology program lacked support both within and outside the organization. Constantly changing leadership, missions, and goals made it difficult to develop or maintain a coherent vision or process. Support from the leadership of NIJ’s parent organizations (Office of Justice Programs and Department of Justice) and Congress compensated for much of the instability inherent in the growth of the technology program during the NIJ period. A key element of NIJ’s success was its clarity and consistency of vision, mission, and goals. Cooperation between the social and physical science programs is an important goal, despite the problems of co-existing within a single organization. A nonpartisan political posture is critical for organizations of this type. 19 figures, 3 tables, 167 references, 10 appendixes
  Main Term(s): Federal law enforcement agencies ; Organization studies ; Organization development
  Index Term(s): Federal aid ; Law enforcement ; Federal government ; Technical evolution ; Public agencies ; Program design
  Sale Source: National Institute of Justice/NCJRS
Box 6000
Rockville, MD 20849
United States of America

NCJRS Photocopy Services
Box 6000
Rockville, MD 20849-6000
United States of America
  Type: Legislation/Policy Analysis
  Country: United States of America
  Language: English
  To cite this abstract, use the following link:

*A link to the full-text document is provided whenever possible. For documents not available online, a link to the publisher's website is provided. Tell us how you use the NCJRS Library and Abstracts Database - send us your feedback.