Implementing Entrepreneurial Policing in Complex Scenarios

Abstract

Having considered models and frameworks which assist in the implementation of entrepreneurial policing, it is now helpful to consider complex scenarios where entrepreneurial innovations would help change policing practices. Policing systems and practices are based on the knowledge gained from years of practice and on what works. This entails following procedures and often general orders which act as instructions on ‘how to do’ particular tasks. Indeed, the on-the-job training which officers receive reinforce the rigidity of thinking and inflexibility of thought and action often associated with police practices. Following the rules and being seen to follow them are important. The traditional ‘crime fighting model of policing’ is one such tried and tested system. However, what do officers do when they face a new phenomenon, or other complex scenario where their standard operational procedures do not work or produce the expected results. They must of necessity innovate, improvise, and make changes. In Section 6.1 the pernicious scenarios of the Albanian Mafia in the UK is discussed, and ideas presented on how to implement a more entrepreneurial approach which may help disrupt of interdict such Mafia gangs. In Section 6.2, a contemporary US problem namely that of so-called ‘Police Gangs’ which appear to operate as neo-criminal fraternities is considered. Both of these complex scenarios are ongoing situations which will require a more entrepreneurial multiagency approach in the future to bring them under control. In Section 6.3, two examples from the authors own policing career which are examples of the power and utility of ‘intrapreneurial policing’ practices which were implemented to bring about change in local policing scenarios are considered. Finally, in Section 6.4, the take-away points are discussed.

Citation

Smith, R. (2021), "Implementing Entrepreneurial Policing in Complex Scenarios", Entrepreneurship in Policing and Criminal Contexts (Contemporary Issues in Entrepreneurship Research, Vol. 12), Emerald Publishing Limited, Leeds, pp. 147-166. https://doi.org/10.1108/S2040-724620210000012007