The purpose of this qualitative phenomenological study is to describe Chief Security Officer (CSO) experiences with leadership complexity and how convergence affects organizational culture. Looking at these experiences through the constructivist lens, the central focus is CSOs going through, or who have gone through Information Technology (IT) and Physical Security (PS) convergence. This approach took leadership complexity, convergence, and culture into consideration when CSOs narrated their experiences. In essence, the CSOs described their epoch (Moustakas, 1994) and arrived at the meaning of their experiences associated with leadership complexity, convergence, and organizational culture. A tentative definition of convergence is the merger of two seemingly different cultures (IT and PS) being brought together for increasing efficiency and the business's bottom line.
|Adviser||Calvin A. Lathan, III|
|Subjects||Business administration; Management; Organizational behavior|
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