<div class="description">
<dl><dd>Thesis advisor(s): James C. Emery, David R. Henderson</dd>
<dd>"September 1998."</dd>
<dd>Thesis (M.S. in Management) Naval Postgraduate School, Sept. 1998</dd>
<dd>Includes bibliographical references (p. 59-63)</dd>
<dd>Many organizations, including the Department of Defense (DoD), are struggling to make sense of the new demands placed upon them by an environment characterized by constant change. While working within a constraint-filled domestic milieu, coping with an unfamiliar national security setting, and adapting to a transformation in warfare, DoD must foray into yet another challenging environment: the knowledge economy. To explore the possibilities offered by the knowledge economy is a must if DoD is to remain a viable instrument of American foreign policy. Only the market can provide the cost savings and efficiencies that will preserve DoD's position as the supreme warfighter. This work will use the language of complexity theory to describe both the nature of the knowledge economy and the subsequent organizational forms that will be required to cope with its demands. These information-intensive surroundings are creating a common set of requirements for success, and these are blurring the distinction between public and private sector organizations</dd>
<dd>Mode of access: World Wide Web</dd>
<dd>System Requirements: Adobe Acrobat reader</dd>
<dd>US Marine Corps (USMC) author</dd>
<dd>dk/dk cc:9116 10/26/98</dd></dl><br>Subjects:</div>
<div class="fn value">
Castagna, Michael J.</div>
Internet Archive identifier