In this paper we focus on the ways 'victims' and 'perpetrators' are imagined in the narratives on women who have been trafficked to West Europe for sexual exploitation. Three specific domains: international/national law, local law enforcement and ethnographic academic perspective are particularly important as they strongly influence political reaction to trafficking and describe the phenomenon from the perspective of the individuals concerned. In our analysis, an explanation of the diversity of the perceptions in these three domains is provided.
This article presents a conceptual framework for reviewing the integrity of police organizations, provides a general basis for developing specific activities and gives an overview of possible strategies and activities. Integrity management has to safeguard the conditions in the organization that enable police officers to find a responsible balance between three fundamental types of conflicting interests: the entangled hands dilemma; the many hands dilemma; and the dirty hands dilemma. We develop seven organizational qualities that encourage a prudent balance. An integrity audit can help in measuring these qualities. By examining the organization from this perspective, it is possible to work on improving the organization's integrity.
The American economist Baumol discovered that some services and products are incompatible with cost reduction. A dance production, for example, depends so heavily on people that costs can hardly be reduced and become more and more``expensive'' without producing more. This phenomenon is known as the``cost disease'' of Baumol. This article explores to what extent this cost disease is applicable to the police. The preliminary conclusion is that, although requiring some amendment, it is indeed applicable. However, the disease is caused not only by the actual impossibility of saving costs, but also by normative restrictions. In particular, the monopoly position of the police itself plays an important role. PIJPSM 22,2 134 2. Rise in production: minimal 2.1. Baumol and the performing arts In 1966 Baumol and Bowen published a study about the causes of a continuous cost increase in the theatre, opera, music, and classical dance sectors (Baumol and Bowen, 1966). Labour-productivity in the performing arts can only grow very slightly: it is always about the performance of an artist or a group of artists. There is no point in automation since it is simply not possible. The body is the tool. There is still some productivity growth by cutting down the size of the performing group or by increasing the number of seats in the performance hall. These, however, are one-time improvements. A continuous, year-to-year advancing rise in productivity, as in the case of the industrial sector, is out of the question.In general, in the market sector an increase in wages is linked to a rise in productivity. The decrease in cost that is a consequence of the rising productivity could be invested, paid out as profit, or could be used to increase wages. Prosperity growth is therefore mainly productivity growth. When the increase of productivity is possible in a certain sector but difficult or impossible in another, we face a problem: prosperity growth will not occur in the sector that is lagging behind, except when the price per unit is constantly raised. A gap emerges between the artist's ability to make money based on his or her productivity and the money needed to maintain a reasonable standard of living.So there are two possible solutions to the problem of the artist: he becomes increasingly poor or, when one grants them a reasonable income, the price of a theatre ticket will increase continuously.``If in a 40-hour week the string player provides just as many performances as he did the previous year, but his wage is 4 per cent higher, the cost per performance must have risen correspondingly. Moreover, there is nothing in the nature of this situation to prevent the cost of performance from rising indefinitely at a compound rate'' (Baumol and Bowen, 1966).In practice, both seemed to happen in this particular sector. According to Baumol, salaries did not increase as much as expected when compared to those in other sectors (which did show an increase in productivity) and the prices went up, but especially the profitability was a constant problem...
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