Do Exogenous Shocks Change Organization Culture? The Case of NASA

The fifty year history of NASA‘s spaceflight program is marked by spectacular accomplishments and devastating tragedy. NASA has suffered three major disasters, each of which destroyed a spacecraft and killed its entire crew. In the wake of each accident, investigators and analysts have identified causes, and have recommended technical and organizational improvements that NASA should undertake. Nonetheless, assurances that NASA can fly safely and avoid further accidents are tenuous, and the prospect of another disaster looms large as the next generation of space flight begins. In short, there is evidence that despite these disasters—which were severe exogenous shocks to the organization—there has not been the expected change in organization culture. This research undertakes a theoretical and empirical examination of the question: Do exogenous shocks change organization culture? The paper begins with an overview of literature concerning organizational culture and change. Then, using data derived from participant observation, interviews, and government reports, an empirical analysis of the impact—or lack of impact—of the spacecraft tragedies on NASA organization culture is presented. The results of this examination suggest that there are barriers embedded in the cultural fabric of the agency that have thwarted safety improvements. We examine the prospects for culture change at NASA.