PIJPSM 22,2 152 Policing: An International Journal of Police Strategies & Management, Vol. 22 No. 2, 1999, pp. 152-170. # MCB University Press, 1363-951X Value change among police officers at a time of organizational reform: a follow-up study using Rokeach values Jihong Zhao Department of Criminal Justice, University of Nebraska at Omaha, Omaha, Nebraska, USA Ni He Division of Social & Policy Sciences, The University of Texas at San Antonio, San Antonio, Texas, USA and Nicholas P. Lovrich Department of Political Science and Criminal Justice, Washington State University, Pullman, Washington, USA Keywords Organizational change, Police Abstract This paper examines evidence of value change among police officers in a medium- sized police department which has been selected as a demonstration site for community-oriented policing (COP). Relying primarily upon two survey data collections with a period of three years’ separation, the aim of this paper is to provide a follow-up to a previously published article in this journal to investigate two issues. First, was there a change in the value orientations among police officers between 1993 and 1996?; and second, was any change noted favorable to the COP organizational culture that the department is attempting to promote? The primary findings of this paper strongly suggest that the value orientations among police officers did indeed change over this time period. However, the direction of the change noted may not be consistent with the goal of enhancing COP organizational culture. These findings help explain how the institutionalization of COP is properly seen as a very difficult, long-term task facing American police today. Introduction It is fair to say that the institutionalization of community oriented policing (COP) has become the watchword of contemporary organizational change in US policing. With unprecedented strong endorsement from the federal government in terms of a wide range of funding programs and the widespread adoption of COP reported by police agencies across the nation (Office of Community Oriented Policing Services, 1997; Annan, 1994), it would seem that police organizations nationwide should be relatively close to making COP innovations a permanent part of the organizational mainstream in American law enforcement (National Institute of Justice, 1997). The views expressed here are entirely those of the authors, and any errors of analysis and/or interpretation are attributable to the authors alone.