Purpose -This paper aims to take stock and to increase understanding of the opportunities and threats for policing in ten European countries in the Political, Economic, Social, Technological and Legal (PESTL) environment. Design/methodology/approach -This study is part of the large EU-funded COMPOSITE project into organisational change. A PESTL analysis was executed to produce the environmental scan that will serve as a platform for further research into change management within the police. The findings are based on structured interviews with police officers of 17 different police forces and knowledgeable externals in ten European countries. The sampling strategy was optimized for representativeness under the binding capacity constraints defined by the COMPOSITE research budget. Findings -European police forces face a long list of environmental changes that can be grouped in the five PESTL clusters with a common denominator. There is also quite some overlap as to both the importance and nature of the key PESTL trends across the ten countries, suggesting convergence in Europe.Originality/value -A study of this magnitude has not been seen before in Europe, which brings new insights to the target population of police forces across Europe. Moreover, policing is an interesting field to study from the perspective of organisational change, featuring a high incidence of change in combination with a wide variety of change challenges, such as those related to identity and leadership.
The globalisation of crime means there is an increasingly vital need for effective sharing of knowledge by police organisations across international borders. However, identifying the complexities and challenges of this aspect of international collaboration has been relatively neglected in previous research. The research reported in this paper therefore set out to identify the major barriers and facilitators of international knowledge sharing. Research teams in ten European countries produced ten case studies of knowledge sharing across borders, either involving direct cooperation between police forces in different countries or through international agencies such as CEPOL or INTERPOL. The integrative findings showed that the major influences on knowledge sharing could be theoretically categorised in terms of organisational factors (e.g. technological and staff capabilities), inter-organisational factors (e.g. quality of relationships, shared visions and systems), inter-country factors (e.g. bilateral conventions, legislation) and knowledge characteristics (e.g. clarity, legal sensitivity). Practical implications include standardising technology systems across countries, improving interorganisational trust through exchanges and physical co-working, developing police members' knowledge and skills with regards to collaborative working and creating joint agreements and visions. Research implications highlighted the need to test the findings in non-European contexts and to comparatively focus on specific types of collaboration.
Abstract:The aim of the present study was to investigate the current organizational culture in one large Romanian university, using the Competing Values Framework (CVF). Specifically, we aimed to identify the current overall culture profile and the cultural dominant dimensions at the level of the education and research units. The data was provided by 898 participants, coming from 96 teaching and research units, using a paper-and-pencil form of the ipsative Organizational Culture Assessment Instrument, Part 1. The data was analysed at the level of the organizational units. The results indicated that the overall culture profile of the analysed units comprises a combination of the four cultures, with the predominance of the values of bureaucratic and human relations/clan cultures. This profile was not fully invariant across the six dimensions of the organizational culture: (1). dominant characteristics; (2). organizational leadership; (3). management of employees; (4). organizational glue; (5). strategic emphases, and (6). success criteria. The predominance of the values of bureaucratic and human relations/clan cultures is confirmed in three of the six cultural dimension profiles, namely, the organizational leadership, strategic emphases, and success criteria.
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