Exploring the ‘Shadows’ in the Implementation Processes for National Anti-fraud Strategies at the Local Level: Aims, Ownership, and Impact

Levi, Michael; Doig, Alan

doi:10.1007/s10610-019-09422-6

Cited by 7 publications

(9 citation statements)

References 24 publications

(15 reference statements)

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“…Strategy implementation is seen as the most diffi cult phase of the whole strategy process. Th ere is oft en a concern that strategic management will fail in the implementation phase (Levi and Doig, 2020). It has also been claimed that less than 50% of formulated strategies are actually implemented (Mintzberg, 1994;Nutt, 1999).…”

Section: Strategy Implementationmentioning

confidence: 99%

Strategy Implementation, Culture and Performance in the Public Organizations: An Empirical Examination

Genc-Tetik¹

2022

PAI

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It is largely accepted that effective strategy implementation, as one of the most essential phases of the strategy making process, leads to good organisational outcomes. However, there is still very little research addressing which implementation style is associated with better public service outcomes. For public sector organisations, there is a common belief that the implementation of strategies mostly fails in practice. Another important organisational characteristic, seen as an effective tool for increasing performance, is organisational culture. While there are also numerous studies in the literature investigating the relationship between organisational culture and performance in both the private and public sectors, most of this research only investigates the direct effects of culture. This research undertakes a novel approach and explores the separate and combined effects of strategy implementation style and organisational culture on performance in Turkish local government organisations. Survey data were analysed using multiple and robust moderated regression models. The results of the study confirmed the presence of a significant positive relationship between rational strategy implementation and organisational performance and consistently positive influence of hierarchy type of culture on performance. Moreover, a rational strategy implementation style appeared to strengthen the effects of a hierarchical and a market-based culture on performance, while an incremental strategy implementation style seemed to enhance the effects of a clan-oriented culture and an adhocracy culture on performance.

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Section: Strategy Implementationmentioning

confidence: 99%

Strategy Implementation, Culture and Performance in the Public Organizations: An Empirical Examination

Genc-Tetik¹

2022

PAI

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“…In the United Kingdom, there have been regular and ongoing criticisms of counter-fraud strategies and policing efforts at national and local levels (Doig and Levi, 2020; HM Inspectorate of Constabulary and Fire and Rescue Services, 2019; Levi and Doig, 2020). Although COVID-19 has stimulated strong efforts at intelligence-sharing and fraud reduction, and freed some police resources for increased arrests for high vulnerability offences such as courier fraud, overstretched resources at police and HMRC mean that only a modest number of strategically selected and opportunistic arrests can be made, now and plausibly in the future, when the extent of fraudulent and other losses on 'loans' becomes clearer.…”

Section: Capable Guardianshipmentioning

confidence: 99%

Fraud and pandemics

Levi

Smith

2021

JFC

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Purpose This study aims to draw out the common characteristics of frauds associated with pandemics and to identify any risks unique to them. Design/methodology/approach It considers the range of frauds and their reporting lags and examines what is known about current frauds against individuals, businesses and government, principally using public and private sector data from Australia and the UK. Findings The study identifies some novel crime types and methodologies arising during the current pandemic that were not seen in previous pandemics. These changes may result from public health measures taken in response to COVID-19, the current state of technologies and the activities of law enforcement and regulatory guardians. It shows that many frauds would occur anyway, but some specific – mainly online – frauds occur during pandemics, and because of large scale government assistance programmes to businesses and individuals, far more opportunities were created from COVID-19 than in previous eras. Social implications The study concludes with a discussion of the policy implications for prevention, resilience and for private and public policing and criminal justice. It stresses that plans for future pandemics must include provisions for better early monitoring and control of fraud and associated procurement corruption and notes that these require greater political will and organisation. It recommends a more serious analysis of the impact of prevention communications outreach to citizens, businesses and government. Originality/value The study uses fresh data on frauds from the private and public sectors and assesses some measures of control in a holistic way.

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“…In their contribution, Levi and Doig (2020) explain that fraud is not naturally regarded as a major social problem because, historically, it has not been associated with the "dangerous classes" and does not require a violent takeover of others' property or person. Fraud has never been a high policing priority.…”

Section: A National Fraud Strategy On the Local Levelmentioning

confidence: 99%

“…With this in mind, it is interesting that the UK has adopted a fraud strategy, which Levi and Doig had examined on the local level in their article: Exploring the 'Shadows' in the Implementation Processes for National Anti-fraud Strategies at the Local Level: Aims, Ownership, and Impact (Levi and Doig 2020).…”

Section: A National Fraud Strategy On the Local Levelmentioning

confidence: 99%

“…-Property crime drops and the rise of fraud (Kemp et al 2020)) -A national fraud strategy and its problematic translation to the local level (Levi and Doig 2020) -Online fraud analysis (Rossy and Ribaux 2020) -The financial management of counterfeit goods fraud (Antonopoulos et al 2020) -Document fraud (Baechler 2020) -Cyberscam victims (Whitty 2020) This Special Issue…”

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confidence: 99%

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Fraud in the Twenty-first Century

Korsell¹

2020

Eur J Crim Policy Res

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Fraud is by no means a new phenomenon. In their contribution, Steven Kemp, Fernando Miró-Llinares and Asier Monevare mind us of the Sicilian corn trader who deceived a potential customer for illicit gain in ancient Greece. Since then, the Internet has created new and substantial crime opportunities. The electronic use of payment card data to commit fraud is currently the fastest growing area of fraud crime in Sweden (Brå 2016). Fraudsters are increasingly analysing data from social media to target potential fraud victims.Another development, connected with information and communications technology, is the growingly cashless society. Some stores do not even accept cash any longer. Instead of cash, the money is circulating in an account environment with the use of payment cards and electronic transfers. The cashless society makes it more difficult for perpetrators to use traditional means to get access to money. Fraud might be the answer, but it is not as easy as merely taking money, especially not since Chip and PIN made stolen cards harder to use at scale. It is also a way of using modern technology to reach more victims.The idea behind the title Fraud in the Twenty-first Century of this special issue of The European Journal of Criminal Policy and Research is that fraud seems to become an even more increasing crime problem as society changes from "taking" someone's item to deceive someone or a system to get access to what is valuable: money, information or access to different systems. That makes fraud the crime for the twenty-first century a crime which is enhanced and assisted by information and communications technology.This change from traditional property crimes and a society with visible banknotes and coins is obvious in the study of crime statistics. Since 2008, the levels of fraud in Sweden have increased in terms of both self-reported exposure to fraud and the number of fraud offences dealt with by the criminal justice system (Brå 2016). A large increase has been observed in both online fraud and payment card fraud. According to the "Swedish Crime Survey 2018", 5.2% of the Swedish population have been victims of sales fraud, and 5.4% of card/credit fraud (Brå 2019). In 2019, 28% of the population (aged 16-84) stated that they were concerned about being a victim of fraud on the Internet. The proportion has increased slightly compared to 2018, when it was 25%. Seen over time, a slight increase can be discerned since 2017.

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Exploring the ‘Shadows’ in the Implementation Processes for National Anti-fraud Strategies at the Local Level: Aims, Ownership, and Impact

Cited by 7 publications

References 24 publications

Strategy Implementation, Culture and Performance in the Public Organizations: An Empirical Examination

Strategy Implementation, Culture and Performance in the Public Organizations: An Empirical Examination

Fraud and pandemics

Fraud in the Twenty-first Century

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