Organisational culture and cultural change: A network perspective

Whelan, Chad

doi:10.1177/0004865815604196

Cited by 26 publications

(18 citation statements)

References 41 publications

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“…Many explanations have been put forward as to the current state of ILP, including a poor understanding of what intelligence analysis is among police officers (Cope, 2004), various organizational pathologies (Sheptycki, 2004), and a lack of leadership (Darroch & Mazerolle, 2013;James, 2013). Research has also questioned the potential impact of "police cultures" (Chan, 1997;Whelan, 2016) in terms of resisting change and thereby a reluctance to move away from reactive or intuitive modes of policing (Belur & Johnson, 2016). In this study, we have focused on the impediments to the implementation of ILP, exclusively from the perspectives of analysts themselves.…”

Section: Discussionmentioning

confidence: 99%

Intelligence-Led Policing in Practice: Reflections From Intelligence Analysts

Burcher

Whelan

2018

Police Quarterly

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Intelligence-led policing (ILP) is a managerial law enforcement model that seeks to place crime intelligence at the forefront of decision-making. This model has been widely adopted, at least notionally, in the United States, United Kingdom, Canada, and Australia. Drawing on interviews with intelligence analysts from two Australian state law enforcement agencies, this article contributes to the relatively small body of literature that has examined ILP in practice. The article identifies three relational themes that inhibit the successful implementation of ILP: analysts and data, analysts and tools, and analysts and decision makers. Furthermore, it calls attention to the need to better understand the structure and operations within law enforcement agencies, including the similarities and differences among organizational units, in order to better understand how these nuances shape the practice of ILP.

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Section: Discussionmentioning

confidence: 99%

Intelligence-Led Policing in Practice: Reflections From Intelligence Analysts

Burcher

Whelan

2018

Police Quarterly

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“…It is further argued that hybridisation can occur through the processes of acculturation (learning), adaptation (modification), and appropriation (borrowing) (Waring 2015). Similarly, several observers have suggested that, as organisations work together over time, they may become more similar, particularly in terms of their cultural outlook (Fossestøl et al 2015, Whelan 2016, Whelan 2017. That is, agencies will tend to harmonise or incorporate, either consciously or unconsciously, the institutional logics, mentalities, interests, or strategies of othersa process similar to that of institutional isomorphism (DiMaggio and Powell 1983).…”

Section: The Middle Ground Of Hybridity and The Public-private Dividementioning

confidence: 99%

The public-private divide revisited: questioning the middle ground of hybridity in policing

Nøkleberg

2019

Policing and Society

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The increasing pluralisation of policing and the changing patterns of security have in the past decades called into question the sharp dividing lines between the 'public' and the 'private'. For instance, Marc Schuilenburg ([2015. The securitization of society: crime, risk, and social order. New York University Press]) outlines the notion of the middle groundwhere everything is becoming hybridwhich fundamentally changes the relationships and practices of policing agencies, making the conceptual pairs of public-private obsolete. However, by examining policing collaboration in the airport and maritime port environment in Norway, the empirical findings in this article reveal that the public-private divide is still salient to the various policing agencies. The findings are at odds with the conceptual and empirical assumptions about the middle ground of hybridity in policing. The article demonstrates that both public and private policing agencies strongly rely on the traditional dividing lines of public and private to navigate and make sense of their practices and relations, as well as their own sense of identity in a complex policing environment. The article discusses the implications of these findings.

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“…Theme 2: Sustaining collaboration and engagement with stakeholders Key stakeholders can be external but may also be internal. To sustain change over the longterm, the cultural and the human aspects of change must be addressed (Whelan, 2015). This includes confronting deeply embedded traditions and practices through an inclusive, partnership process.…”

Section: Theme 1: Organisational Characteristics Leadership and Accomentioning

confidence: 99%

Impact of organisational change for leaders in mental health

Frawley

Meehan²,

Brún

2018

JHOM

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This study examines the impact of organisational and structural change on the evolution of quality and safety in health organisations, specifically in mental health services. Design/methodology/approach Data was gathered through semi-structured interviews. Twenty-five executive management team members in both public and private mental health services were interviewed and data was analysed using Burnard's framework. Findings Three overarching themes emerged: 1) organisational characteristics, leadership and accountability; 2) sustaining collaboration and engagement with stakeholders; 3) challenges to and facilitators of quality and safety. Taken together, the findings speak to the disruptive and disorienting impact of ongoing organisational change and restructuring on leaders' ability to focus on, and advance, the quality and safety agenda. Research limitations/implications Typical with qualitative research of this nature, the potentially limited generalisability of the findings must be acknowledged. Practical implications There is a need for strategies to implement change that are informed by evidence and theory and informed by decades of research on this topic, rather than introduced ad hoc. Change agents must pair effective change management and implementation science strategies to specific contexts, depending on what is being implemented and ensure appropriate evaluation of organisational change to bolster the evidence base around quality and safety and inform future decision-making. Originality/value The study explores an identified gap in the literature on the impact of ongoing organisational restructuring and transformation on the evolution of quality and safety in mental health services.

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Organisational culture and cultural change: A network perspective

Cited by 26 publications

References 41 publications

Intelligence-Led Policing in Practice: Reflections From Intelligence Analysts

Intelligence-Led Policing in Practice: Reflections From Intelligence Analysts

The public-private divide revisited: questioning the middle ground of hybridity in policing

Impact of organisational change for leaders in mental health

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