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El. knyga: Policing Organized Crime: Intelligence Strategy Implementation

(BI Norwegian Business School, Oslo, Norway)
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When criminal activity is as straightforward as a childs game of cops and robbers, the role of the police is obvious, but todays bad guys dont always wear black. In fact, the most difficult criminals to cope with are those who straddle the gray divide between licit and illicit activity. Many of these nefarious sorts operate on the fringe of society, often acting the part of businesspersons, meeting the demands of otherwise law-abiding clientele with illegally procured or delivered goods. Others, specially trained to occupy positions of responsibility, make the most of position and special knowledge to partake of ill-gotten gains. Then there are the organized crime families and syndicates who make use of common business models to turn dubious undertakings into profitable ventures.

Policing Organized Crime: Intelligence Strategy Implementation addresses these very real types of modern criminals. It examines the methods and motives of those operating on the fringes of society, including more obvious outlaws as well as less obvious lawyers, businesspeople, and bankers, social outcasts as well as devoted family people. Written by Petter Gottschalk, an internationally respected police expert in organized crime, this book details the workings of entrepreneurial crime through the use of case studies from around the world. He presents strategies that will alter the thinking and investigative styles of those police charged with the responsibility of preventing and putting a stop to business crimes. Implementation of an effective intelligence strategy is a key element in his thinking. He demonstrates the shrewd skill set required to bring down those criminals who twist the rules of supply and demand with business models designed to maximize illegal gain.

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