Abstract
PurposeThe purpose of this paper is to assess the effects of officers’ perceptions of complexity in merging organizational change components (culture, mission, values, decentralization, policies and procedures, administrative reporting practices, weapons, contract, pay, benefits, patrol boundaries, equalization of workload, size of boundaries, communications, 10-codes, and car numbers) during a major metropolitan police department consolidation.Design/methodology/approachThe current study utilizes data collected from 390 sworn officers from two agencies in Kentucky that were merged, the Louisville Division of Police and the Jefferson County Police Department. Statistical inquiry included factor analysis and a series of bivariate and multivariate logistic regression analysis (controlling for demographic measures).FindingsResults revealed a noteworthy, positive effect on support for consolidation related to the complexity of three factors: benefits, mission, and policies.Originality/valueTo date, the relevance of complexity on support for organizational change and, more specifically, police consolidation, is unknown. With this study, the authors aim to add to the discussion.
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