Police Investigation Knowledge

Police Investigation Knowledge

Petter Gottschalk (Norwegian School of Management, Norway)
Copyright: © 2007 |Pages: 33
DOI: 10.4018/978-1-59904-060-8.ch009
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Abstract

Governments have become increasingly focused upon the setting of targets in efforts to improve the efficacy of police performance. However, performance assessments for police work are lacking clarity. In this chapter, we suggest the value shop for performance assessment. Based on a literature review, we suggest potential determinants of police performance in the value shop. Based on identified value configuration and determinants, this chapter develops research propositions linking police performance to team climate, knowledge sharing, leadership roles, and stages of information technology. Future research should both consider revisions of propositions and also conduct an empirical study based on hypotheses derived from propositions. The police investigation leader will find guidance in leadership roles, knowledge-sharing initiatives, IT possibilities as well as team climate actions. Professional management thinking is introduced to police leadership by applying concepts from the business management research literature. Police investigation units represent a knowledge-intensive and time-critical environment (Chen et al., 2002). The primary mission of any police force in the world is to protect life and property, preserve law and order and prevent and detect crime (Luen & Al-Hawamdeh, 2001). In response to the September 11 terrorist attacks, major government efforts to modernize federal law enforcement authorities’ intelligence collection and processing capabilities have been initiated. At the state and local levels in many countries all over the world, crime and police report data is rapidly migrating from paper records to automated records management systems in recent years, making them increasingly accessible (Chen et al., 2003). Police investigations are often dependent upon information from abroad. For example, the intelligence communities of different countries cooperate and share their information and knowledge, such as the Mossad with the CIA (Kahana, 2001). According to Lahneman (2004), knowledge sharing in the intelligence communities after 9/11 has increased rapidly. According to Ashby and Longley (2005), there is a lack of clarity and clear methodology in assessing the performance of policing. We argue that police investigation units have the value configuration of a value shop. Furthermore, we argue that police investigation success can be defined as the extent to which each primary activity in the value shop is successfully conducted in police investigations.

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Table of Contents
Foreword
Geoff Dean
Preface
Petter Gottschalk
Chapter 1
Petter Gottschalk
To comprehend the value that information technology provides to organizations, we must first understand the way a particular organization conducts... Sample PDF
Value Shop Configuration
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Chapter 2
Knowledge Management  (pages 10-26)
Petter Gottschalk
Knowledge is an important organizational resource. Unlike other inert organizational resources, the application of existing knowledge has the... Sample PDF
Knowledge Management
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Chapter 3
Petter Gottschalk
As we trace the evolution of computing technologies in business, we can observe their changing level of organizational impact. The first level of... Sample PDF
Knowledge Management Systems
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Chapter 4
Petter Gottschalk
Knowledge management systems refer to a class of information systems applied to manage organizational knowledge. These systems are IT applications... Sample PDF
Knowledge Technologies Stages
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Chapter 5
E-Business Knowledge  (pages 70-112)
Petter Gottschalk
This chapter documents some of the links between e-business and knowledge management systems that might be explored in future empirical research.... Sample PDF
E-Business Knowledge
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Chapter 6
Outsourcing Knowledge  (pages 113-191)
Petter Gottschalk
With changing business environments, the locus of value creation is no longer within the boundaries of a single firm, but occurs instead at the... Sample PDF
Outsourcing Knowledge
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Chapter 7
Insourcing Knowledge  (pages 192-215)
Petter Gottschalk
The term outsourcing can be studied further by using the opposite term of insourcing. Hirschheim and Lacity (2000) define insourcing as the practice... Sample PDF
Insourcing Knowledge
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Chapter 8
Governance Knowledge  (pages 216-254)
Petter Gottschalk
In many organizations, information technology has become crucial in the support, the sustainability and the growth of the business. This pervasive... Sample PDF
Governance Knowledge
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Chapter 9
Petter Gottschalk
Governments have become increasingly focused upon the setting of targets in efforts to improve the efficacy of police performance. However... Sample PDF
Police Investigation Knowledge
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Chapter 10
Law Firm Knowledge  (pages 288-318)
Petter Gottschalk
A law firm can be understood as a social community specializing in the speed and efficiency in the creation and transfer of legal knowledge... Sample PDF
Law Firm Knowledge
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