Series Preface |
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ix | |
Introduction |
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xi | |
About the Author |
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xiii | |
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Theories of Organized Crime |
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1 | (20) |
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1 | (15) |
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5 | (6) |
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Alien Conspiracy Theory in the United States |
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11 | (5) |
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Case: National Intelligence Strategy of the United States |
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16 | (2) |
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18 | (3) |
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Entrepreneurship in Organized Crime |
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21 | (18) |
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21 | (3) |
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24 | (3) |
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Criminal Entrepreneurship |
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27 | (4) |
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31 | (2) |
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The Case of Terrence ``Terry'' Adams |
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33 | (2) |
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The Case of Frank and Peter Lowy |
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35 | (1) |
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36 | (3) |
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Developing Intelligence Strategy |
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39 | (16) |
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Strategic Planning Process |
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40 | (3) |
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Intelligence Strategy Characteristics |
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43 | (1) |
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Is Strategy Always Strategy? |
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44 | (3) |
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Case: National Intelligence Model in the United Kingdom |
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47 | (2) |
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Case: National Strategy for Intelligence and Analysis in Norway |
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49 | (1) |
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Case: New York State Intelligence Strategy |
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50 | (2) |
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52 | (3) |
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Implementing Intelligence Strategy |
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55 | (20) |
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55 | (3) |
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Y Model for Strategy Work |
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58 | (2) |
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Implementation at the End of the Y Model |
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60 | (2) |
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62 | (2) |
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64 | (6) |
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Resources Needed for the Implementation |
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65 | (1) |
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User Involvement during the Implementation |
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65 | (1) |
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Solutions to Potential Resistance during the Implementation |
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66 | (1) |
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Responsibility for the Implementation |
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67 | (1) |
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Management Support for the Implementation |
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67 | (1) |
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Information Technology Needed for Implementation |
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68 | (2) |
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Research Model to Explain Implementation Extent |
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70 | (1) |
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Case: National Intelligence Model in the United Kingdom |
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71 | (1) |
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Case: National Strategy for Intelligence and Analysis in Norway |
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72 | (1) |
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Case: Police Intelligence Model in Sweden |
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73 | (1) |
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73 | (2) |
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75 | (16) |
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75 | (4) |
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Organizational Configuration |
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79 | (1) |
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Organizational Architecture |
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80 | (3) |
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83 | (1) |
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Structure as Determinant of Strategy Implementation |
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84 | (2) |
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Case: An Empirical Study of Implementation and Structure |
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86 | (3) |
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89 | (2) |
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91 | (22) |
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Police Personnel Cultures |
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91 | (3) |
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Shared Occupational Values |
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94 | (1) |
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Culture as Determinant of Strategy Implementation |
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95 | (8) |
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Case: An Empirical Study of Implementation and Culture |
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103 | (3) |
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Case: Advanced Empirical Study of Implementation Predictors |
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106 | (5) |
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111 | (2) |
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113 | (26) |
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Classification of Information Sources |
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114 | (4) |
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Crime Intelligence Analysis |
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118 | (3) |
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Market Intelligence Analysis |
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121 | (9) |
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Intelligence Knowledge Work |
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130 | (1) |
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131 | (3) |
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Case: Lawyers as Information Sources |
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134 | (1) |
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135 | (4) |
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Enforcing Law on Criminal Business |
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139 | (20) |
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Administrative Approach to Organized Crime |
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140 | (1) |
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141 | (2) |
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Senior Investigating Officer |
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143 | (12) |
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Organized Crime Economics |
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155 | (1) |
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Case: Hawala Bankers Transferring Criminal Proceeds |
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155 | (1) |
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156 | (3) |
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Policing Motorcycle Club Organized Crime |
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159 | (26) |
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Hells Angels Motorcycle Club |
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160 | (4) |
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Criminal Motorcycle Clubs in Norway |
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164 | (1) |
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HAMC Norway President Leif Kristiansen |
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165 | (5) |
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Hells Angels Motorcycle Club World |
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170 | (2) |
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172 | (4) |
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Theories Applied to MC Crime |
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176 | (1) |
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Knowledge Matrix in Policing MC Crime |
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177 | (4) |
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Research Model for Policing MC Crime |
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181 | (2) |
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183 | (2) |
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Applying Police Knowledge |
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185 | (26) |
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Police Knowledge Organization |
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186 | (5) |
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Police Knowledge Resources |
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191 | (4) |
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Police versus Criminal Knowledge |
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195 | (1) |
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Operational Knowledge Sectors |
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196 | (8) |
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198 | (1) |
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198 | (1) |
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199 | (1) |
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199 | (2) |
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201 | (1) |
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201 | (1) |
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202 | (1) |
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202 | (1) |
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Contingent Approach to Policing |
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203 | (1) |
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Contingent Approach to Policing |
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203 | (1) |
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Case: Social Intelligence and Investigation Service |
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204 | (1) |
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Case: Criminal Intelligence Service Alberta |
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205 | (2) |
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207 | (4) |
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Policing Criminal Enterprises |
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211 | (24) |
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Knowledge Support Systems |
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211 | (10) |
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Office-to-Technology Systems: Stage 1 |
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213 | (2) |
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Officer-to-Officer Systems: Stage 2 |
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215 | (1) |
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Office-to-Information Systems: Stage 3 |
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216 | (3) |
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Officer-to-Application Systems: Stage 4 |
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219 | (1) |
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Improving Knowledge Support |
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220 | (1) |
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Decision Chart for Crime Investigation |
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221 | (1) |
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Road Map for Law Enforcement |
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222 | (3) |
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Knowledge Matrix with Categories and Levels |
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225 | (1) |
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226 | (1) |
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Case: Criminal Money Management |
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227 | (5) |
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232 | (3) |
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Performance Management in Policing |
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235 | (12) |
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Performance Management Standards |
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235 | (1) |
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Comparative Statistics in CompStat |
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236 | (5) |
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241 | (2) |
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Detective Thinking Styles |
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243 | (3) |
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246 | (1) |
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Performance Measurement in Policing |
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247 | (18) |
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Empirical Study of Police Investigations |
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|
247 | (1) |
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Empirical Study of Intelligence Work |
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247 | (4) |
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Characteristics of Effective Detectives |
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251 | (6) |
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Other Performance Indicators |
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257 | (4) |
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|
261 | (1) |
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|
262 | (3) |
Index |
|
265 | |