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Notes that the practice of Japanese management contributed to Japan’s renovation from the ashes of the Second World War to become one of the world’s economic leaders, and at the same time, expand the proficiency of Japanese police administration. Identifies, through Ouchi’s Management Theory Z, three commonalties to Japanese police operations and the practices of Japanese corporations: groupism, seniority, and non‐specialized career paths. Concludes with a discussion on implementing Japanese management and policing with American community‐oriented policing.

The purpose of this paper is to define a systematic management structure that helps police practitioners institutionalize performance management and analysis in more rational‐technical ways.

The design is based on Gold's “complete participant” field researcher method.

The findings suggest a performance management model is more rational than the traditional command‐control model and may increase consistency in police management by systematically collecting and reporting on streams of data to measure performance instead of relying on rote compliance.

The model is limited because it does not account for important intangible qualities of performance (e.g. attitude, initiative, judgment); in the hands of autocratic managers it can be oppressive and cause more problems than it solves; it may constrain officer discretion; it has not been advanced as a learning instrument; and performance indicators are subject to measurement error.

Most police agencies are already capturing the necessary data elements to implement a performance management model. Police executives and policymakers can use this model to definitively measure how well police agencies and individual programs are performing.

The paper represents an opportunity for police practitioners to embrace a new management process intended to improve performance and accountability. The framework is a universal management process that can be applied to any size police agency or any police program.

To present qualitative data illustrating how some of the largest law enforcement agencies in the USA use risk management in their efforts to control police liability.

To explore this topic, two main data sources were utilized: telephone interviews with 354 law enforcement agencies identified the prevalence of the use of risk management by police agencies; and survey data from police agencies provided descriptive information about the roles, duties, and placement of risk managers within each police organization.

Telephone interviews revealed that 14 of the 354 (0.039 percent) law enforcement agencies identified risk management as one of several tools they use to control police‐related liability within their organizations. This finding is surprising, given the increase in costs associated with settlements/payouts for police‐involved litigation and liability claims over the past few decades.

Future research should identify the reasons why police agencies choose not to use risk management in their police liability management efforts. In addition, future research should explore how the characteristics of city government and/or political culture are associated with the use of risk management by law enforcement agencies.

This paper can serve as a basic resource for police scholars and practitioners, city/county attorneys, risk managers, and various other city/county agents that are interested in learning about risk management as a way to manage police liability.

This paper presents the first national study of risk management in police agencies in the USA.

The paper aims to argue that leadership by police managers is needed to stimulate and encourage knowledge sharing in police investigations, and to report an empirical study of what management roles are most important in investigations.

A research model was designed based on six management roles and a set of hypothesized relationships. A survey measuring management roles and knowledge sharing attitude was conducted in Norway. Respondents were senior investigation officers.

Only one management role was found to be a significant determinant of knowledge sharing in police investigations based on the sample used in this survey research within the Norwegian police force: the spokesman role was the only significant role. As a spokesman, the senior investigation officer extends organizational contacts to promote acceptance of the unit and the unit's work within the organization of which they are a part.

The low response rate of 20 percent may make it difficult to draw strong conclusions. Unfortunately, the authors have no information about what kinds of non‐response bias might be present (significant variation between the sample and the population). Future research should be more consistent in identifying the population.

While police investigations (of organized crime, trafficking, narcotics, economic crimes, homicide, etc.) need a stimulating internal structure for knowledge sharing, investigations depend on knowledge sharing with relevant persons and departments outside the unit as well to succeed.

Rather than stressing the importance of leadership in general to stimulate knowledge management, this paper is original as it applies a set of management roles to empirically study where leadership makes a difference for knowledge sharing attitudes.

Suggests that the British police service is experiencing the effects of the “new managerialism” in the public sector. A particular concern has been the system of single‐point entry to the service and its capacity to provide the police with the managers it needs to tackle contemporary issues. Points out that calls for reform have tended to focus on the merits and demerits of an “officer class” solution. Argues that rhetoric about military‐style elites for the police has blocked open discussion about the potential advantages of dual‐or even multiple‐point entry to the service. Examines the debate and counters criticisms surrounding it through comparisons with reforms in Britain′s National Health Service, and also with the Dutch and Japanese police. Argues that direct entry could catalyze change and improvement in the areas of equal opportunities, specialist functional management and reward systems at all levels.

This study tracks changes in labor productivity of the Finnish police force over a period of thorough management reforms (2009-2014). Theoretically, the study is based on the cost disease hypothesis. It was assumed that police management reforms have had no noticeable effect on labor productivity and that, therefore, the fact that both physical police facilities and frontline employees have been reduced during the reform years has been reflected on the output side: on the number of outputs, accessibility, and quality of police services. The paper aims to discuss this issue.

The study was conducted as a series of longitudinal function-specific output-input analyses (2000-2015). The project employed data from the Police Performance Management database, Police Citizen Surveys (PCSs, 1999-2016), and Police Personnel Surveys (1999-2015). Methodologically, it relied on two different compounded annual growth rate concepts, linear regressions and likelihood ratio analyses.

The rate of growth of labor productivity was unaffected by the management reform period. In fact, productivity may have declined during the reform process. Citizens’ evaluations of police services have slightly deteriorated over the management reform period.

PCS data are based on quota sampling. The procedure contains random sampling elements but is not fully random. The earliest PCS data lack satisfactory population weights, which is why unweighted data had to be used in this study.

Longitudinal studies on police productivity and, relatedly, on the cost disease phenomenon are rare. Yet, the themata are potentially very significant for both citizens and policy makers.

The personalities, style and job demands of top ranking police officers have never before been seriously analysed. Here, by using a management development survey, key personality characteristics and the management and interpersonal styles of top ranking officers are identified. The views of chief officers are discussed, together with an examination of the necessary qualities required. Ways in which senior officers can improve their performance through management training and development and how this can assist their professional growth and development, are emphasised.

Examines police management education and research practices from an observer’s perspective. Believes that with changes in management education and research practices police managers should be able to respond better to the issues they face. Highlights the anti‐intellectual subculture and the emphasis on practice and experience within the Australian police education proglrams. Supports the change to an organisation which values theory, reflection and critique. A more holistic approach to management is required. The choices of research methodology should be considered more in the quest for more valid and useful information.

Problem solving has been used within policing for almost 30 years but progress in developing problem solving has been slow and the outcomes mixed. In this article, Barrie Irving provides an overview of the debate on problem solving and argues that there has been too much emphasis on techniques and processes and not enough on the management of their implementation. He argues that the police operational culture and training seem to create a hostile environment for the development of problem solving. His recommendations for moving forward include trying to make the methodology fit the police culture it often operates in, rather than trying to make the culture fit the methodology. He also emphasises the need for more efficient human resource management.

This paper aims to examine the impact of resources, accountability, management practices and organisational culture on the implementation of a policy (in this case, a domestic violence policy/program) within an Australian state police department. The paper argues that successful implementation requires a synergy between the established goals and beliefs, the level of resources and accountability provided to support the implementation process, and a performance‐based rather than process‐oriented type of management practice.

A mixed methods approach was used.

The findings suggest that successful implementation of policies requires that senior and lower managers must be in congruence in relation to the stated goals and objectives of a new policy. This is because the role of senior managers is to determine the goals and resources that accompany a new policy. On the other hand, if first‐level managers perceive a lack of synergy between a written policy and the supporting implementation variables (funding), then it is likely that, to the extent that they have power, they will use it to maintain the status quo.

A limitation of the study is that the implementation of only one program was examined and it is hoped that future research is able to further generalise these findings.

The implication of these findings for police management is that the past method of increasing accountability to ensure the successful implementation of an under‐resourced policy is unlikely to be successful. This is because of the unwritten cultural messages (about the real agenda of a policy) that flow through the hierarchy when a new policy is not accompanied by adequate resources – especially if the police culture is unsympathetic to the goals of the policy.

This paper adds to the body of knowledge about what factors affect implementation outcomes within a police context.