The authors employed a longitudinal in-depth action research method to explore the implementation of organizational learning in an Asian national police force. They aimed to get an interpretive, in-depth understanding of the related processes of transformational change, as well as the barriers to change, in a machine bureaucracy with entrenched structure and culture not ordinarily conducive to learning and adaptation. Second, they aimed to explore the applicability of universalist change management prescriptions in this context. The authors found several structural and cultural barriers to transformational change that were nevertheless being successfully contested through a bottom-up participative change process, the existence of change champions, experiences that challenged the prevailing culture, and change actions that were congruent with the organization’s authorizing environment. Second, they found that universalist change management prescriptions may not always be relevant because the nature, task, and culture of an organization influence what approaches are appropriate and applicable.
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