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This chapter on terrorism prevention provides the reader with an overview of the various terrorist prevention organizations within the United States at the federal, state, and local levels. It is divided into two different sections, the first providing a detailed description of various federal agencies involved in terrorism prevention and an overview of how state and local agencies fit within the federal framework. The second section of this chapter describes various efforts to integrate these disparate organizations into a cohesive effort to prevent terrorism activities. This chapter concludes with some suggestions for future consideration to help with the overall terrorism prevention effort.

This paper aims to introduce the concept of Entrepreneurial Collective Intelligence (ECI) as a means of understanding how communities of entrepreneurial actors learn to act both collectively and knowingly. It explores how connections between processes of CI, agency and action can explain and enable the development entrepreneurial community organisations.

There is a selective literature review of prior works on the related fields of community and collective entrepreneurship; collectives and intelligence; agency and action. The review is used to propose a framework of collective entrepreneurial intelligence, agency and action. An interpretive approach is used to research four case studies of community organisations which use CI to generate entrepreneurial outcomes.

The cases are compared with themes from prior literature to develop a conceptual model of four ECI processes which enable intelligence, agency and action: collaborative processes; distributed working; intelligence representations and organisation of infrastructures. These are theorised to discuss ideas, challenges, methods and questions to enhance entrepreneurial actions, based on sharing knowledge and learning, in the context of collective agency, action and intelligence.

The four processes, both together and separately, represent a coherent framework useful for further studies on the role of collectives in enterprising communities.

The four processes each represent a central area of attention, not only for development, learning, decision-making and leadership within enterprising communities but also for entrepreneurship education in terms of alternative didactics, pedagogies and learning forms.

The improved knowledge on the role of collective agency and CI within entrepreneurial processes is useful for strengthening civil activism and other fruitful forms of entrepreneurial collective processes. This may help solve complicated societal problems where traditional conceptions of entrepreneurship fail.

The conceptual contribution is to explain the dynamic relationships between ECI and action, mediated by collective agency. The role of CI in informing entrepreneurial communities is explored and four enabling processes are proposed. This coherent framework is useful for further studies on the role of collectives in enterprising communities, whilst informing their learning, decision-making and leadership.

As part of the work of the Symposium a workshop was convened to consider the potential role of, and issues arising from, the expansion of previously political intelligence agencies into fighting international, organised economic (entrepreneurial) crime.

This paper aims to explore some of the problems that arise in the execution of a joint force operation (JFO) involving various law enforcement agencies. Particular emphasis is placed on examining factors that impede inter‐agency cooperation and coordination in the context of a JFO targeting serious and major crimes.

This paper is informed by primary research that assessed the level of satisfaction of enforcement agencies involved in a Canadian‐based multi‐agency task force mandated to combat organized crime. Research for this study entailed a questionnaire survey of, and semi‐structured interviews with, operational and supervisory personnel assigned to the JFO, as well senior management within agencies participating in the JFO.

The research uncovered significant differences in the level of satisfaction with the execution of the JFO concept between members from the lead (federal) enforcement agency and those of other participating (municipal and provincial) agencies. The majority of survey participants overwhelmingly believe that the integrated, multi‐agency approach is an essential ingredient in the effectiveness of this JFO. However, among respondents from participating agencies there was a high rate of dissatisfaction with intelligence dissemination and sharing by the JFO, communication between the JFO and member agencies, and the contribution the JFO makes to the priorities and outputs of participating agencies in their own jurisdictions.

These problems strike at the very heart of a multi‐agency approach to major crimes enforcement and can be generalized to other jurisdictions and countries. Indeed, impediments to the timely sharing of criminal intelligence continue to constitute one of the most significant obstacles to inter‐agency cooperation and coordination, and, by extension, the optimal enforcement of organized crime and terrorism. The problems addressed in this study should be of concern to any manager of a multi‐agency task force, and similar research is recommended to unearth problems that may undermine inter‐agency cooperation and plague the effectiveness of a JFO.

Despite the increased prevalence and importance of multi‐agency operations in combating major and serious crimes, little research has been conducted into the issues and problems that obstruct inter‐agency cooperation within this context. This paper represents one attempt to fill this void.