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Entrepreneurship in Policing and Criminal Contexts [Kõva köide]

(Independent Scholar, UK)
Teised raamatud teemal:
Entrepreneurship in Policing and Criminal ContextsSuurem pilt
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9781800710573.html
Märksõnad:
Smith, an independent scholar and former police officer from Scotland, discusses entrepreneurship in policing and criminal contexts, providing an explanation of entrepreneurship in policing and why an understanding of it is important in encouraging change, as well as how aspects of entrepreneurship theory can be applied to policing as transformational practices. He describes policing culture and its anti-entrepreneurial nature, including sociocultural and organizational barriers to entrepreneurial policing, issues that hinder its implementation, other forms and structures of entrepreneurship of interest to policing, and the links between entrepreneurship and innovation in policing; the relationship between entrepreneurship and leadership, including police leadership; criminal entrepreneurship and how this can be used to understand crime and criminality; academic tools and techniques that can be used implement entrepreneurial policing in everyday practice; implementing entrepreneurial policing in complex scenarios, such as organized crime in the UK, American police gangs, and reducing shoplifting; and developing momentum in entrepreneurial policing, including the need to change police culture, how the police can learn to lead more entrepreneurially, overcoming obstacles in implementation, the influence of politics and COVID-19, and reversing the culture of risk aversion, anti-entrepreneurialism, and anti-intellectualism. Distributed in North America by Turpin Distribution. Annotation ©2021 Ringgold, Inc., Portland, OR (protoview.com)
List of Figures
xi
List of Tables
xiii
List of Case Studies
xv
About the Author xvii
Foreword xix
Acknowledgements xxi
Introduction xxiii
Abstract xxiii
1 An Autoethnographic Account of the Genesis of This Study xxiii
2 Articulating the Scope of this Monograph xxv
3 An Overview of the Monograph xxviii
Chapter 1 Entrepreneurialism in Policing and Criminal Contexts
1(32)
Abstract
1(1)
1.1 Introducing the Concept and Scope of Entrepreneurial Policing
2(13)
1.1.1 What is Entrepreneurship?
3(1)
1.1.2 Why is Entrepreneurship of Critical Interest to Policing?
4(1)
1.1.3 Initiating `Corporate and Team Entrepreneurship'
5(1)
1.1.4 Unleashing Intrepreneurship in Organisations
6(1)
1.1.5 Fostering `Social Entrepreneurship' and `Animateurship'
7(1)
1.1.6 Engaging with Civic Entrepreneurship
8(1)
1.1.7 Understanding Public Service Entrepreneurship
9(1)
1.1.8 The evolution of Entrepreneurial Policing in the Literature
10(5)
1.2 Examining the Foundations of Entrepreneurial Policing
15(6)
1.2.1 New Public Management
16(1)
1.2.2 NE and the Police Service
17(2)
1.2.3 The Expanding Literature on Criminal Entrepreneurship
19(2)
1.2.4 The Inspirational Literature on Entrepreneurial Leadership
21(1)
1.3 Understanding the Entrepreneurship-Policing Nexus
21(8)
1.3.1 The Entrepreneurship-Dyslexia Nexus
22(1)
1.3.2 The Crime-Dyslexia Nexus
23(1)
1.3.3 The Policing-Dyslexia Nexus
23(3)
1.3.4 Prison and Probation Service Entrepreneurship
26(1)
1.3.5 Entrepreneurial and Gangster Dreams, Cultures, and Ethics
26(3)
1.4 Identifying the Stakeholders in Entrepreneurial Policing
29(1)
1.5 Conceptualising Entrepreneurship in Policing Contexts
29(2)
1.6
Chapter Takeaway Points
31(2)
Chapter 2 Policing Culture and Anti-entrepreneurialism
33(36)
Abstract
33(1)
2.1 Cultural and Organisational Barriers to Entrepreneurial Policing
33(9)
2.1.1 The Restrictive Nature of the Police Rank Structure
34(2)
2.1.2 The Inhibiting Nature of Hierarchies
36(4)
2.1.3 Challenging the Military Model of Policing as the Dominant Paradigm
40(2)
2.2 Organisational Culture, Bureaucracy, and Entrepreneurship
42(15)
2.2.1 Policing Culture, Bureaucracy, and Risk-Aversion
43(1)
2.2.2 Police Culture and Change
44(3)
2.2.3 Understanding Organisational Traits Associated with Policing
47(2)
2.2.4 Anti-Entrepreneurialism
49(4)
2.2.5 Anti-Intellectualism
53(2)
2.2.6 The `Curse' of the `Maverick Officer'
55(2)
2.3 Other Forms of Entrepreneurship of Interest to Policing
57(6)
2.3.1 Cultivating the Entrepreneurial Organisation
57(1)
2.3.2 The `Privatisation' of Policing
58(1)
2.3.3 The Civilianisation of Policing
59(1)
2.3.4 The Commercialisation of Policing Services
59(4)
2.4 Appreciating the Link Between Entrepreneurship, Innovation, and Technology
63(3)
2.5
Chapter Takeaway Points
66(3)
Chapter 3 Exploring the Entrepreneurship-Leadership Nexus
69(24)
Abstract
69(1)
3.1 Policing, Leadership, and Entrepreneurship
69(4)
3.2 Developing an Appreciation of Entrepreneurial Management
73(2)
3.3 Understanding Police Leadership Styles
75(1)
3.4 Reading the Changing Semiotics of Police Leadership
76(6)
3.5 Comparing the `Commander' Versus `Executive' Models
82(3)
3.6 Adopting Leadership Styles Appropriate to Times of Change
85(5)
3.6.1 Performing Humble Leadership
87(2)
3.6.2 Implementing Agile Leadership
89(1)
3.7
Chapter Takeaway Points
90(3)
Chapter 4 Understanding Crimino-entrepreneurial Ecosystems
93(34)
Abstract
93(1)
4.1 The Evolving Literature on Criminal Entrepreneurship
94(2)
4.1.1 White-Collar Criminality and the Crimes of Entrepreneurs
94(1)
4.1.2 Mafia Entrepreneurship
95(1)
4.2 Acknowledging the `Crimino-entrepreneurial Interface'
96(3)
4.2.1 The Ubiquitous `Businessman Gangster'
96(1)
4.2.2 Understanding the `Enterprise Model of Crime'
97(2)
4.3 Understanding the Ecosystem of Enterprise Crime
99(6)
4.3.1 Routine Activities and the Conjoined Nature of Crime and Enterprise
99(1)
4.3.2 The `Entrepreneurial Business Community'
100(2)
4.3.3 The Routine Nature of Interactions Between Crime and Business
102(3)
4.4 Policing the Ecosystem of Enterprise Crime
105(2)
4.4.1 The Sociological Profile of Traditional Criminality
105(1)
4.4.2 The Perpetual Cycle of Crime
106(1)
4.5 Appreciating Criminal Spaces and Places
107(12)
4.5.1 The Criminal Area
107(4)
4.5.2 Criminal Occupations and Entrepreneurial Roles
111(1)
4.5.3 Criminal Facilitators
111(8)
4.6 Corruption and Infiltration by Serious and Organised Crime
119(1)
4.7 Factoring in the `Perverse Model' of Policing
119(5)
4.8
Chapter Takeaway Points
124(3)
Chapter 5 Models for Implementing Entrepreneurial Policing
127(20)
Abstract
127(1)
5.1 Considering Methods of Implementing Entrepreneurial Policing
127(1)
5.2 Assessing Entrepreneurial Propensity and Abilities
128(4)
5.3 Utilising Academic Research Methodologies as Analytic Tools
132(6)
5.3.1 Police Culture and the Investigative Process
134(2)
5.3.2 Adopting New Investigative Methodologies
136(1)
5.3.3 Unleashing the Qualitative Paradigm
137(1)
5.3.4 Developing New Qualitative Tools
137(1)
5.4 Academic Methods of Implementing New Policing Practices
138(6)
5.4.1 Appreciative Inquiry
139(1)
5.4.2 Process Mapping
139(2)
5.4.3 Red Teaming
141(2)
5.4.4 Agile Teams
143(1)
5.5
Chapter Takeaway Points
144(3)
Chapter 6 Implementing Entrepreneurial Policing in Complex Scenarios
147(20)
Abstract
147(1)
6.1 The Pernicious Scenario of the Albanian Mafia in the UK
148(6)
6.1.1 What the Literature Tells Us?
148(4)
6.1.2 How Can this Knowledge be Operationalised by the Police?
152(1)
6.1.3 Utilising Dark Knowledge to Disrupt Criminal Entrepreneurs
153(1)
6.2 The Contentious Scenario of the American Police Gangs
154(5)
6.2.1 US Police Corruption Scandals
154(1)
6.2.2 The Los Angeles Sherriff's Department Scandals
155(2)
6.2.3 A profile of US Police Gang Behaviours
157(1)
6.2.4 On the Need for Eentrepreneurial Change in an American Policing Context
158(1)
6.3 Implementing Incremental Intrapreneurial Initiatives
159(6)
6.3.1 The Grampian Police `Village Constables Scheme'
160(2)
6.3.2 The North Aberdeenshire Shoplifting Initiative, 2006-2007
162(3)
6.4
Chapter Takeaway Points
165(2)
Chapter 7 Developing Momentum in Entrepreneurial Policing
167(24)
Abstract
167(1)
7.1 On Entrepreneurship and the Need to Change Police Culture
168(2)
7.2 Overcoming Institutional and Organisational Obstacles
170(2)
7.3 Reversing the Cultures of Risk-aversion and Anti-entrepreneurialism and Interdicting Organised Crime
172(7)
7.3.1 Initiating Freedom of Action, Innovation, and Proactivity
172(1)
7.3.2 Maximising Existing Data Sets and Knowledge
173(2)
7.3.3 Changing Leadership and Organisational Process
175(1)
7.3.4 Enhancing Understanding of Serious and Organised Crime
176(1)
7.3.5 Developing a more Nuanced Understanding of SOC/OCG Activities
177(1)
7.3.6 Linking SOC to Community Resilience
178(1)
7.4 Reversing the Culture of Police Anti-intellectualism
179(4)
7.5 Learning to Lead Entrepreneurially
183(2)
7.6 The Influence of Politics and Covid-19 on UK Policing Practice
185(1)
7.7 Towards a More Entrepreneurial Future for Policing
186(5)
References 191(22)
Index 213
Dr Robert Smith is an Independent Scholar from Aberdeen, Scotland and was formerly a Professor of Enterprise and Innovation at the University of the West of Scotland.