Police oversight agencies are citizens' watchdog organizations designed to ensure that the police are operating with integrity and accountability. Integrity is defined as the quality of being honest and morally upright. Accountability refers to situations in which someone is required or expected to justify actions or decisions. Based on integrity and accountability challenges in police forces all over the world, this book discusses the roles and methods of police oversight agencies. Knowledge management in police oversight is presented by identifying knowledge categories and knowledge management systems. A model for police oversight performance is developed in the book, and the model is applied to an oversight agency as a case study.

There seems to be a tendency to consider police crime as a result of bad practice, lack of resources or mismanagement, rather than acts of criminals. However, examples illustrate that criminal acts are intentionally carried out by police officers on duty. For example, unauthorised disclosure of confidential information occurred in two out of ten criminal police cases in Norwegian courts in 2007. Police crime does not only occur in countries such as Indonesia, Pakistan, Mexico and Nigeria. It is common in the UK, USA, Australia and Norway as well - although on a smaller scale. Police crime tends to be discovered when investigating police complaints. Police crime is defined as intentional crime committed by police officers on duty. Policing police crime is defined as enforcing law on potential and actual criminal employees in the police organisation. Earlier we would say who might watch the watchman, or who is guarding the guardian - now we say who is policing the police. What kind of knowledge management is needed for policing the police? What kind of investigation management is needed for policing the police? What kind of intelligence management is needed for policing the police? What kind of change management is needed to fight police crime? What kind of agency management is needed in policing-the-police organisations? These are questions addressed in this book on Policing the Police - Knowledge Management in Law Enforcement.

This unique book sets out the conceptual framework for knowledge management and explains how a greater understanding of the subject can help policing at an operational level. It covers the foundations of knowledge management and the key security issues in relation to a 'globalised' world of crime and terrorism, it looks at the building of structures and the use of applications, and it provides illustrative examples of working applications of police-specific knowledge management systems.

This book presents research and trends in using knowledge management to aid police activities. Ideas are presented to bring knowledge to bear in law enforcement, and prepare police officers for a more knowledge-intensive field.

Continuous improvements in businesses practices have created enhanced opportunities for growth and development. This not only leads to higher success in day-to-day profitability, but it increases the overall probability of success for organizations. The Handbook of Research on Tacit Knowledge Management for Organizational Success is a pivotal reference source for the latest advancements and methodologies on knowledge administration in the business field. Featuring extensive coverage on relevant areas such as informal learning, quality management, and knowledge acquisition, this publication is an ideal resource for practitioners, marketers, human resource managers, professors, researchers, and students seeking academic material on knowledge management techniques.

This volume presents the new contexts and challenges for contemporary police leaders and managers in the changing landscapes of policing. The governance of contemporary police organisations requires leaders and managers, even at the local level, to work in and understand complex social, political and organisational environments. The wide range of topics in this collection explores what is changing, what is known about the impact of these changes and what leaders and managers now need to be able to do or anticipate as a consequence. Operational policing is no longer the militaristic singular activity it once was, but embraces new models of 'partnership' and 'community' to manage crime and disorder. Equally, while command and control models are still an essential of many aspects of policing, managing police officers and staff increasingly depends on their professional development and encouraging enthusiasm and innovation. Policing takes place under conditions of intense scrutiny from the media and from the community; and crime and disorder is the subject of much political debate. Each of these broad areas are addressed and present a surprising range of perspectives. The volume is aimed at every level of management and leadership in policing, researchers of policing and students of police management and leadership.