Exploring employee perceptions of organizational change effectiveness within a United States Navy command : a qualitative single case study.

The U.S. Navy has long struggled to implement organizational change effectively, despite pressures from deteriorating conditions, escalating global threats, and internal inefficiencies. Bureaucratic systems, rigid hierarchies, and cultural resistance have slowed reform efforts, leading to operational failures and personnel dissatisfaction. From fatal ship collisions to failed modernization initiatives, these breakdowns highlight the U.S. Navy’s vulnerability to stagnation and its difficulty adapting to evolving strategic demands. The consequences of inadequate change management extend across mission readiness, morale, and national security. This study addressed the need to understand how U.S. Navy employees perceive the effectiveness of organizational change, recognizing that their insights are essential to shaping future reform strategies. This qualitative single-case study explored employee perceptions of organizational change effectiveness within a U.S. Navy Command. The research was grounded in Kotter’s (2012) organizational change model (OCM) and informed by literature on military culture, organizational readiness, and structured change processes. Semi-structured interviews and a focus group provided the data, which I analyzed using thematic coding to identify patterns in how personnel experienced and interpreted change initiatives. Participants acknowledged the need for change but cited disconnect between strategic intent and operational reality; leaders and subject-matter experts as foundations for change; and gap-driven employee-initiated documentation as barriers to success. The findings offer meaningful insights into changes in policy, communication, and daily practice. Specifically, the target groups include U.S. Navy command leadership, human resources supervisors, and organizational change strategists and policy developers. Focusing on employee perspectives, the study contributes to a more nuanced understanding of change dynamics in hierarchical, mission-driven organizations. The findings underscore the need for tailored change management approaches that account for military culture, leadership turnover, and structural complexity. The study provides guidance for leaders seeking to improve change outcomes, highlighting the value of transparent communication, inclusive planning, and sustained leadership engagement. Together, these insights support policy, training, and reform efforts aimed at strengthening the U.S. Navy’s ability to adapt, innovate, and sustain strategic superiority in an increasingly volatile global environment.

Name thesis:degree_name

Ed.D.

Level thesis:degree_level

Doctoral

Grantor

Baylor University.

Year dc:date.issued

2026

Author dc:creator

• Blevins, Jennifer J., 1973-

Advisor dc:contributor.advisor

• Vaughn, Stefan.

• United States Navy.
• Kotter’s change model.
• Change management.
• Military culture.
• Employee perceptions.
• Organizational change.
• Military organizations.

Statement dc:rights

• Baylor University works are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. Contact libraryquestions@baylor.edu for inquiries about permission.

Language dc:language.iso

en

Handle dc:identifier.uri

https://hdl.handle.net/2104/14733

OAI identifier oai:identifier

oai:baylor-ir.tdl.org:2104/14733