Information management in law enforcement: The case of police intelligence strategy implementation (original) (raw)
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Intelligence-led policing and forces of organisational change in the USA
2013
The intent of this study is to explore organisational factors that, both conceptually and operationally, facilitate or inhibit a police agency from adopting intelligence-led policing (ILP). Research to date is yet to explore organisational factors related to ILP among American law enforcement agencies. Drawing from original survey data of national law enforcement agencies as part of a 2009 US Department of Justice, National Institute of Justice-funded project, the present study incorporates force field analysis to explore factors of ILP adoption in the USA. Findings suggest state and local agencies' familiarity with the intelligence-led concept and utilisation of open source and received information appear to be driving adoption. Conversely, formal policies, lack of sufficient personnel, training and a lack of intelligence-led decision-making appear to be inhibiting change towards the ILP paradigm. It appears agency size has minimal influence on an agency's shift towards ILP. Access to necessary resources and training appear to pose a significant challenge to law enforcement. Limited resources to develop an intelligence-led approach may result in the capability going underdeveloped or taking the form of other policing practices related to available resourcessuch as homeland security preparedness. This research is one of the first empirical explorations of ILP adoption, especially with a national sample of state and local agencies. Further conceptual clarity of the ILP paradigm is provided and organisational factors are discussed.
Police Practice and Research, 2018
Strategy implementation is the most challenging aspect of strategic management. In the case of police organizations, failure to effectively carry out a strategy results in loss of organizational resources and employee commitment. The present study is an attempt to explore the reasons behind failure of new strategies by drawing upon qualitative survey responses from 353 police officers and civilian employees from seven agencies across Canada. The results reflect mostly negative sentiments towards strategy implementation efforts, with failure attributed to issues ranging from leadership incompetence to lack of organizational resources. These concerns must be taken into account by police leaders in order to address challenges associated with strategy implementation in their organizations.
The Road Not Taken: Understanding Barriers to the Development of Police Intelligence Practice
THE INTERNATIONAL JOURNAL OF INTELLIGENCE, SECURITY, AND PUBLIC AFFAIRS, 2017
To better understand police intelligence practice, we examined practitioners’ views of their work and their relations with the wider law enforcement community. We surveyed intelligence staff (n = 110) and interviewed a random sample of respondents (n = 12). Our analysis suggested that traditionalism and the dominant action-oriented culture limit the organization’s understanding of intelligence practice. Largely, the focus in that context has been on street cops’ propensity to reject reflection in favor of action, but intelligence practitioners need also look to themselves. Too often, the philosophy of “need to know” is prioritized over its antithesis, “dare to share.” Though perceived by practitioners as low-risk and consistent with organizational norms, we argue that inappropriately applied “need to know” is the enemy of efficiency and real accountability, offering low levels of reward and discouraging the kinds of partnership, reciprocity, and multi-directional knowledge transfer that policing needs to be successful in the information age. We reconceptualized an interactivity/isolationism continuum, used in the natural sciences, to help interpret that phenomenon. We argue that isolationism is but one factor in a complex organizational dynamic, but it is a significant one because it can subtly limit the influence and reach of the intelligence milieu in previously unacknowledged ways.
Crous, CJ (2011). Policing With Intelligence: Leading a Paradigm Change
The evolving role of the intelligence manager in leading change and overcoming obstacles to intelligence led policing is unusual and can even be described as unique compared with other change management challenges in police. There are limited case studies pertaining to the difficulties and leadership challenges in implementing intelligence led policing. However, from those case studies that have been produced, it can be discerned that a number of key leadership challenges present themselves; including (1) the level of understanding decision makers have about intelligence, (2) organisational architecture in terms of facilitating intelligence management, and (3) competing demands between existing performance measurement frameworks and intelligence led policing. The contemporary intelligence manager requires skills to manage upwards in the organisation and therefore has a key role in influencing senior command whilst simultaneously ensuring that the production of key tactical and strategic intelligence outputs enables senior commanders to adopt a more strategic approach to decision making. Ultimately decision makers need to realise that intelligence is not about "quick wins", it is about becoming more scientific and future focussed -strategic to tactical loops-and realising that building a knowledge based organisation is essential for achieving sustainable crime reduction and community safety.
This study does a partial test of a new policing model, the 3-i model of intelligence-led policing (ILP). It is a business model and a managerial philosophy where data analysis is critical to the decision-making process when dealing with crime and criminals proactively and reactively. To explore the research questions, a comprehensive data set was constructed using four nationwide data sets in the U.S.A. The findings indicate that intelligence analysis, crime analysis, and statistical analysis functions are consistently associated with all of the organizational decision-making variables. In addition, having a crime analysis unit in a law enforcement agency matters in terms of decision-making.
2008
The criminal justice system is a complex, knowledge intensive industry where competitive advantage is achieved by effective management and deployment of human resources. It is an industry in which formal competitive intelligence (CI) human resource management processes can make a significant impact in terms of keeping communities safe and livable by selecting police officers who are committed to the agency and the agency’s mission. The industry as a whole has made significant gains in integrating information across agencies although this has not been fully exploited in respect of CI information on labor markets. This paper explores the ways in which employees and managers can share information to create knowledge to better manage the criminal justice system for competitive intelligence for human resource purposes.
Elements of Decision-making in Police Organizations
Executives and managers of police agencies are depended upon to deal with crisis and change in their environments and in their organizations. The decisions made by these leaders are distinct from those on the spot decisions often made by law enforcement officers, correctional officers or court personnel in field situations. In most instances, there is time to reflect, assess and collect data in order to make more informed decisions. Unlike line-level personnel, administrators are most often positioned to engage in strategic and long-term decision-making as opposed to crisis-driven decision-making. Engaging in a systematic decision-making process can be beneficial if the process includes collecting and evaluating information and data, giving other stakeholders the opportunity to review and provide input, and reviewing previous “best practices” in organizational decision-making The paper sets forth the findings of a limited exploratory, qualitative study aimed at identifying processes used in decision-making by police administrators. The paper also includes recommendations to enhance the decision-making processes used by police administrators. By police administrators, we are referring to those individuals who have the authority to make policy in a police organization versus managers who are situated between the street-level staff and the organization administrator. The suggestion of strategic planning has overwhelming and negative connotations to many criminal justice practitioners. However, many of the tenants used for strategic planning have applicability to decision-making. By connecting the results of this exploration to theories of change and action, this paper identifies systematic approaches that can be used in the police administrator decision-making process. Overview
Proquest Llc, 2009
Information Sciences), August 2009, 183 pp., 8 tables, 11 figures, bibliography, 97 titles. This research study explores knowledge management (KM) in law enforcement, focusing on the POLNET system established by the Turkish National Police as a knowledge-sharing tool. This study employs a qualitative case study for exploratory and descriptive purposes. The qualitative data set came from semi-structured face-to-face and telephone interviews, as well as selfadministered e-mail questionnaires. The sample was composed of police administrators who created POLNET, working under the Department of Information Technologies and the Department of Communication. A content analysis method is used to analyze the data. This study finds that law enforcement organizations' KM strategies have several differences from Handzic and Zhou's integrated KM model. Especially, organizational culture and structure of law enforcement agencies differently affect knowledge creation, conversion, retrieval, and sharing processes. Accordingly, this study offers a new model which is dynamic and suggests that outcomes always affect drivers.
International Business Research, 2018
The primary aim of this study is to investigate the effects of IT management and strategy management on the performance of organizations. Based on a solid theoretical basis and a thorough literature review, the author developed the study model, with the models adopted being the Resource-Based View of the Firm (RBV), Knowledge-Based View (KBV) and the Innovation theories. The study carried out an analysis of the effects of IT management and strategy management on the performance of organizations. For the purpose of this analysis, three hundred and forty-one (341) questionnaires were distributed to random selected Sharjah Police departments, in Sharjah, UAE. From the total questionnaires distributed, two hundred and forty-five (245) were returned, the data from which was analyzed using SPSS. The results of the analysis showed that IT management and strategy management had a positive and significant effect on organizational performance of Sharjah Police departments. The study recommends the effective implementation of IT management and strategy management for effective and successful performance of Sharjah police departments. The study confirmed the applicability of both the Resource-Based View and the Knowledge-Based View on examining organizational performance.