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Forensic crime labs play an important role in the criminal justice system’s response to violent gun crimes in the USA. The purpose of this paper is to describe the methods of firearms analysis including ballistics imaging and proposed best practices for investigating gun crimes. A separate line of research has begun to explore the structure of forensic labs and how structure impacts lab performance.

To date, however, proposed best practices in firearms investigation have not been empirically tested within crime labs. The authors address this gap in the literature by using a mediation model examining organizational correlates of a limited number of tasks (identified by Peter Gagliardi’s 13 Critical Tasks) believed to enhance our final dependent measures, forensic crime lab outcomes (NIBIN acquisitions and hits). The authors examine, therefore, the relationship between organizational correlates, collected from a sample of publicly funded labs in the USA, on several of Gagliardi’s tasks and then explore the relationship of those tasks on our outcome variables: NIBIN acquisitions and hits.

Results indicate agency size and number of agencies serviced by a lab are significant factors associated with our mediating variables (Gagliardi’s tasks). Communication was identified as a significant task associated with achieving NIBIN acquisitions and hits. In general, this study underscores the importance of communication between labs and other institutional constituents for increasing ballistics imaging outputs. Furthermore, findings provide partial support for Gagliard’s tasks, by highlighting the role of enhanced communication on organization-based performance outcomes.

This study is the first to examine the mediating effect of Gagliardi’s tasks on the organizational performance of ballistics imaging systems within crime labs. In addition, this study examines the influence of organizational correlates on these mediating tasks.

The notion of “decision support systems” (DSS) has entered the lexicon of strategic management in recent years. Practitioner‐oriented planning journals now carry numerous advertisements for commercially available “decision support systems.” The research literature has also begun to address the topic of strategic DSS (e.g.,[15, 24]).

The purpose of this paper is to provide a comprehensive literature review of prior empirical studies that have examined early intervention (EI) systems or programs in policing.

A systematic literature search of various government and academic databases (e.g. Emerald, Google Scholar, National Criminal Justice Reference Service (NCJRS), Sage, Taylor & Francis and Wiley) was conducted.

This systematic review identified eight EI studies that matched the selection criteria. Of these, two are multiagency studies and six are individual agency studies. Findings across studies are generally positive but overall relatively inconsistent with regard to EI systems' effectiveness.

Police agencies benefit in identifying and addressing at-risk officers to ensure police accountability and officer safety, health and wellness. This research is invaluable for optimizing how EI systems can use agency data for such predictions.

This state-of-the-art review on EI systems in policing is the first of its kind. EI systems have been implemented by many police agencies, yet a limited number of empirical studies have been conducted. This systematic review will be useful for researchers who wish to further explore how EI systems are utilized and whether EI systems are successful/effective.

Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.

This study aims to bridge the police culture and the police employee well-being literature by demonstrating significant linkages between the two.

The authors examined the effects of culture on the well-being of officers in one police agency in the western United States during the summer of 2020. Using individual-level data, the authors model the association between officer perceptions of occupational culture and personal well-being for 125 sworn employees.

The results indicate that, for individual sworn officers, their adherence to elements of culture is related to well-being; specifically, burnout (BO) exhaustion, BO disengagement, job satisfaction and organizational commitment. Additionally, the cultural attitudes of administration, and citizens in the population, are both consistent predictors of officer well-being.

This study provides an important linkage between the police culture and police well-being literature, which to date has been given limited attention.

The problems which are inherent in designing sophisticated systems that are actually used by the intended user, for the originally‐intended purpose, and at approximately the intended level of effectiveness and efficiency have become vividly clear throughout society in the last decade. Millions have been spent on complex systems such as the “personal rapid transit” system in Morgantown, West Virginia, with the result that shortly after it was operating, serious consideration was given to spending additional millions to dismantle the system because it did not perform as intended. The Bay Area Rapid Transit (BART) system cost hundreds of millions and still has not changed the transit habits of the residents of the area; autos still clog the freeways at rush hour and travellers are heard to complain that the fixed routes of BART are not sufficiently convenient to lure them away from their cars. Business firms and other organisations have similarly spent millions developing computerised control systems only to find that employees develop their own informal systems because of a lack of “trust” in the system.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

A producer of a long line of related products developed a product‐cost information system that helped the company understand its cost structure and use it as a basis for its pricing, promotion, and sales‐incentive programs. The result is a profitability advantage that competitors still do not understand. • Merrill Lynch developed a computer information system that allowed it to offer a new product—the “Cash Management Account.” In the four years it took competitors to develop similar systems. Merrill Lynch gained 400 thousand new customers and $14 billion in newly held assets. • Dun & Bradstreet systematically assesses its voluminous computer data bases for ideas concerning how information can be created and combined to form new product offerings. • An office products firm developed a competitor information system that permits it to compile and correlate such accurate data on competitors that one manager finds he often knows more about his competitor's business than they do.

In recent years, a great deal of attention has been paid to processes through which more useful management information systems (MIS's) might be developed. This attention is due to the widespread realisations, which developed in the second and third decades of the computer era, that many computer‐based information systems were failing to fulfil the purpose for which they were intended, or failing to live up to the expectations of potential users.