Date on Master's Thesis/Doctoral Dissertation


Document Type

Doctoral Dissertation

Degree Name

Ph. D.


Urban and Public Affairs

Committee Chair

Negrey, Cynthia, 1953-

Author's Keywords

Consolidation; Support for consolidation; Merger; Innovation; Perceived complexity; Organizational change


Police administration--Kentucky--Louisville; Organizational change--Kentucky--Louisville; Police--Kentucky--Louisville; Police--Kentucky--Jefferson County


This dissertation is an examination of how police officers' perceptions of the complexity in merging Organizational Change Components (OCCs) related to the consolidation of the Louisville Division of Police (LDP) and Jefferson County Police Department (JCPD) in 2003 impact support for police consolidation. This study focused on five primary OCCs: 1) culture(s), 2) policies and procedures, 3) communications, 4) collective bargaining contracts, and 5) re-defining patrol division boundaries. The population consisted of officers who were currently employed by the Louisville Metro Police Department (LMPD) and were affiliated with either the former LDP or the JCPD in 2003 when these departments were merged to form LMPD. The entire population of 669 police officers was invited to participate in this study and complete a survey. The survey resulted in 390 respondents, a 58.2% response rate. Police officers hired post-consolidation were not included in the population for this study. The dissertation was divided into six chapters comprising monocentrism and polycentrism, history of the LMPD consolidation, diffusion of innovation theory, and complexity theory. Chapter I provides an overview of the study. Chapter II explores monocentric and polycentric forms of government and police departments. It also focuses on diffusion of innovation theory in consolidation efforts and how complexity plays a significant part of innovation. Chapter III gives an overview of the merger of the LDP and JCPD. This chapter further explores the nature of the OCCs used in merging the two police agencies. Chapter IV, V, and VI cover the methods utilized, findings, and discussion of the findings respectively. A stepwise regression analysis was conducted utilizing current support for consolidation as the dependent variable. Six models were tested. The findings indicate that officers' perception of the complexity of merging OCCs was a significant predictor of current support for consolidation. Additionally. officers' prior support for consolidation and officers' satisfaction with the results of the merged OCCs were also significant predictors of current support for merger. In comparison, prior support was the strongest predictor of current support followed by satisfaction.