This study was designed to evaluate the impact of the National Blueprint (NB) on the policies, programs, and organizational culture of selected national organizations. The theoretical model selected to assess the impact of the NB on organizational behavior was Burke’s system theory of organizational change. Three organizations, AARP, the American College of Sports Medicine (ACSM), and the Administration on Aging (AoA), were selected for the study. Two individuals in each of these organizations were selected for interview. Semistructured interviews and document reviews were used in the data-collection process. Findings showed that the publication and establishment of the NB resulted in changes in the operating procedures of AARP, ACSM, and AoA. The results were broadly consistent with Burke’s system theory of organizational change. The publication of the NB was shown to affect the behavior of organizational leaders, organizational culture, policies, programs, and individual and organizational performance. The new information generated has increased our understanding of the impact of health campaigns on organizational behavior.
Park is with the School of Community Sport, Korea National Sport University, Seoul, Korea. Chodzko-Zajko is with the Dept. of Kinesiology and Community Health, University of Illinois at Urbana-Champaign, Urbana, IL. Ory is with the Dept. of Social and Behavioral Health, Texas A&M Health Science Center, College Station, TX. Gleason-Senior is with the American College of Sports Medicine, Indianapolis, IN. Bazzarre (retired) and Mockenhaupt are with the Robert Wood Johnson Foundation, Princeton, NJ.