Police Investigation Knowledge

Police Investigation Knowledge

Copyright: © 2007 |Pages: 33
DOI: 10.4018/978-1-59904-060-8.ch009
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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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