From Institution to Occupation: Australian Army Culture in Transition

For some time, the Australian Army has been moving from Huntington’s institutional culture model, characterised by a sense of service above self, to Janowitz’s more occupational model which is defined in terms of market principles. This shift fr om one cultural model to another is a result of both internal and external pressures and is reflected in what is broadly referred to as Army’s ‘culture’. This article uses the twin issues of recruitment and retention to measure this shift and provide some context for the resulting changes to that culture. While a degree of occupationalism is accepted within the ranks of the Army, there is evidence to suggest that there are limits set by stakeholders in line with institutional behaviour and attitudes. This cultural shift and its implications form the central focus of this article.