Police Culture as a Determinant of Intelligence Strategy Implementation

Gottschalk, Petter; Gudmundsen, Yngve Sommerseth

doi:10.1350/ijps.2009.11.2.121

Cited by 8 publications

(46 citation statements)

References 11 publications

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“…In this definition, action is included in strategy. This is why Childress (2013) states that "there is no strategy without execution. "…”

Section: The Nature Of Strategy Executionmentioning

confidence: 99%

“…Childress (2013) views strategy and execution as inseparable, distinct, but intimately connected, much like two sides of a coin. When separated they do not work.…”

Section: The Nature Of Strategy Executionmentioning

confidence: 99%

“…Execution is therefore the only competitive advantage. Childress (2013) continues by describing strategy as "a dynamic contact sport that cannot be divorced from execution. Strategy execution is not easy, not for the faint of heart, and in fact, never goes according to plan […] but along the way, you and your leadership team will grow in capability, alignment and confidence.…”

Section: The Nature Of Strategy Executionmentioning

confidence: 99%

“…In their research, Gottschalk and Gudmundsen (2009) explore the notion of poor execution and state that the serious effects of poor execution are not achieving objectives, lost opportunities, duplicated efforts, wasted resources, incompatible organisational units, dissatisfaction and reluctance to continue with strategic planning. In accordance with this theme, Childress (2013) quotes the Forbes Magazine of 22 April 2012 on why CEOs fail: "… CEO failures are even more visible than 13 years ago -and in high definition… [E]xecution is critical as ever, in and of itself, but today we also have transparency to deal with [as] stakeholders are learning about poor CEO execution faster. "…”

Section: Significance Of Strategy Executionmentioning

confidence: 99%

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Closing the strategy execution gap in the public sector

Olivier¹,

Schwella

2018

IJPL

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The importance of strategy execution to achieve organisational objectives is increasingly recognised. However, successful execution seems to remain problematic, not only in government, but also in the business world today. Because of the gap between strategy planning and execution, the required benefits stated in this planning are seldom realised. The consistent and generally poor execution of strategic plans in the public sector leads to poor service delivery. The objective of the research was to develop, test and further improve a conceptual model that can specifically be applied in public sector organisations (PSOs) to help close their strategy execution gap. According to the research hypothesis, strategy execution will significantly improve by using a simplified, dynamically integrated conceptual model as guide in tailoring strategy execution in each PSO. The qualitative Participative Action Research (PAR) methodology was used based on case studies in Namibia, including ministries, state-owned enterprises and local authorities. The literature gap was found to be the limited number of resources addressing strategy execution in the public sector and the limited number of sources presenting a multidisciplinary or integrated model involving the whole organisation. Based on previous literature reviews and experience, the researcher developed his first conceptual model in 2006. After the development of four more models, the final MERIL-DE Model was arrived at in 2014 as conceptual model to help close the strategy execution gap in the public sector. Additional literature review and analysis of the public sector context, supported by ten case studies in Namibia over the eight year period (2006-2013), led to the MERIL-DE Model containing and integrating the nine vital strategy execution components. These are as follows: 1) Leadership, 2) Strategic Planning, 3) Project Management, 4) Alignment (with organisational elements), 5) Performance Management (containing the MERIL elements Measure, Evaluate, Report, Improve and Learn), 6) Drive (mostly internal motivation), 7) Engagement (through dialogue), 8) Risk Management and 9) Stakeholder Management. The first seven components were identified through literature review and the last two from considering the unique public sector context. Features of the model include the critical role of leadership, the need to clearly link strategy and projects, the important role of project management, the shorter review periods for both strategic and project plans, the need for an institutionalised quarterly strategy execution cycle and importance of engagement and motivated workforce. The MERIL-DE Model shows the need to build adaptive and sustainable organisations in a complex and challenging public sector. The conventional plan-and-execute processes have to be complemented by sense-and-respond capabilities through a system of Measure, Evaluate, Report, Improve and Learn-linked to Drive and Engagement-in which components are dynamically integrated. Stellenbosch University https://schola...

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“…In this definition, action is included in strategy. This is why Childress (2013) states that "there is no strategy without execution. "…”

Section: The Nature Of Strategy Executionmentioning

confidence: 99%

“…Childress (2013) views strategy and execution as inseparable, distinct, but intimately connected, much like two sides of a coin. When separated they do not work.…”

Section: The Nature Of Strategy Executionmentioning

confidence: 99%

Section: The Nature Of Strategy Executionmentioning

confidence: 99%

Section: Significance Of Strategy Executionmentioning

confidence: 99%

See 2 more Smart Citations

Closing the strategy execution gap in the public sector

Olivier¹,

Schwella

2018

IJPL

View full text Add to dashboard Cite

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“…However, a third independent variable became a significant factor when only conviction cases were included in the correlation analysis. This third factor is organisational culture, which was measured on a Likert scale from (1) closed organisation to (5) An open culture in the police force has been characterised and measured by the following items in previous research (Gottschalk & Gudmundsen, 2009): (1) Change: growth, development, change and new ways of doing things are appreciated; (2) Tradition and continuity: stability, tradition, and old and well-tested ways of doing things are appreciated (reversed);…”

Section: Coefficientsmentioning

confidence: 99%

Coding and Analysing Police Crime Court Cases

Gottschalk

2010

The Police Journal: Theory, Practice and Principles

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Police crime is defined as crime committed by police employees on duty. Based on an empirical study of 57 court cases in Norway, relationships between coded variables from court cases are explored in this article. A number of significant relationships are identified based on correlation analysis, for example whether crime committed by a police officer is physical or non-physical and is influenced by the motive. This article presents exploratory research in which court documents have been transformed into quantitative information for statistical analysis.

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Initiating customer/police interaction in the UK: Early insights from research

Gravelle

Rogers

2012

International Journal of Law, Crime and Justice

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Police Culture as a Determinant of Intelligence Strategy Implementation

Cited by 8 publications

References 11 publications

Closing the strategy execution gap in the public sector

Closing the strategy execution gap in the public sector

Coding and Analysing Police Crime Court Cases

Initiating customer/police interaction in the UK: Early insights from research

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