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Series Preface | p. ix |
Introduction | p. xi |
About the Author | p. xiii |
Theories of Organized Crime | p. 1 |
Criminology Theories | p. 1 |
Management Theories | p. 5 |
Alien Conspiracy Theory in the United States | p. 11 |
Case: National Intelligence Strategy of the United Stales | p. 16 |
References | p. 18 |
Entrepreneur ship in Organized Crime | p. 21 |
Organized Crime | p. 21 |
Illegal Business | p. 24 |
Criminal Entrepreneurship | p. 27 |
Entrepreneurial Capital | p. 31 |
The Case of "Terry" Adams | p. 33 |
The Case of Frank and Peter Lowy | p. 35 |
Reference | p. 36 |
Developing Intelligence Strategy | p. 39 |
Strategic Planning Process | p. 40 |
Intelligence Strategy Characteristics | p. 43 |
Is Strategy Always Strategy? | p. 44 |
Case: National Intelligence Model in the United Kingdom | p. 47 |
Case: National Strategy for Intelligence and Analysis in Norway | p. 49 |
Case: New York Stale Intelligence Strategy | p. 50 |
References | p. 52 |
Implementing Intelligence Strategy | p. 55 |
Implementation Process | p. 53 |
Y Model for Strategy Work | p. 58 |
Implementation at the End of the Y Model | p. 60 |
Plan Implementation | p. 62 |
Implementation Factor | p. 64 |
Resources Needed for the Implementation | p. 65 |
User Involvement during the Implementation | p. 65 |
Solution to Potential Resistance during the Implementation | p. 66 |
Responsibility for the Implementation | p. 67 |
Management Support for the Implementation | p. 67 |
Information Technology Needed for Implementation | p. 68 |
Research Model to Explain Implementation Extern | p. 70 |
Case: National Intelligence Model in the United Kingdom | p. 71 |
Case: National Strategy foe intelligence and Analysis in Norway | p. 72 |
Case: Police Intelligence Model in Sweden | p. 73 |
References | p. 73 |
Organizational Structure | p. 75 |
Organizational Design | p. 75 |
Organizational Configuration | p. 79 |
Organizational Architecture | p. 80 |
Organization Building | p. 83 |
Structure as Determinant of Strategy Implementation | p. 84 |
Case: An Empirical Study of Implementation and Structure | p. 86 |
References | p. 89 |
Organizational Culture | p. 91 |
Police Personnel Cultures | p. 91 |
Shared Occupational Values | p. 94 |
Culture as Determinant of Strategy Implementation | p. 95 |
Case: An Empirical Study of Implementation and Culture | p. 103 |
Case: Advanced Empirical Study of Implementation Predictors | p. 106 |
References | p. 111 |
Intelligence Sources | p. 113 |
Classification of Information Sources | p. 114 |
Crime Intelligence Analysis | p. 118 |
Market Intelligence Analysis | p. 121 |
Intelligence Knowledge Work | p. 130 |
Detective Knowledge Work | p. 131 |
Case: Lawyers as Information Sources | p. 134 |
References | p. 135 |
Enforcing Law on Criminal Business | p. 139 |
Administrative Approach to Organized Crime | p. 140 |
Investigation Value Shop | p. 141 |
Senior Investigating Officer | p. 143 |
Organized Crime Economics | p. 155 |
Case: Hawala Bankers Transferring Criminal Proceeds | p. 155 |
References | p. 156 |
Policing Motorcycle Club Organized Crime | p. 159 |
Hells Angels Motorcycle Club | p. 160 |
Criminal Motorcycle Clubs in Norway | p. 164 |
HAMC Norway President Leif Kristiansen | p. 165 |
Hells Angels Motorcycle Club World | p. 170 |
Bandidos and Outlaws | p. 172 |
Theories Applied to MC Crime | p. 176 |
Knowledge Matrix in Policing MC Crime | p. 177 |
Research Model for Policing MC Crime | p. 181 |
References | p. 183 |
Applying Police Knowledge | p. 185 |
Police Knowledge Organization | p. 186 |
Police Knowledge Resources | p. 191 |
Police versus Criminal Knowledge | p. 195 |
Operational Knowledge Sectors | p. 196 |
Core Knowledge | p. 196 |
Advanced Knowledge | p. 198 |
Innovative Knowledge | p. 199 |
Knowledge Depth | p. 199 |
Random Policing | p. 201 |
Disadvantaged Policing | p. 201 |
Targeted Policing | p. 202 |
Competitive Policing | p. 202 |
Contingent Approach to Policing | p. 203 |
Case: Social Intelligence and Investigation Service | p. 204 |
Case: Criminal Intelligence Service Alberta | p. 205 |
References | p. 207 |
Policing Criminal Enterprises | p. 211 |
Knowledge Support Systems | p. 211 |
Office-to-Technology Systems: Stage 1 | p. 213 |
Officer-to-Officer Systems: Stage 2 | p. 215 |
Office-to-information Systems: Stage 3 | p. 216 |
Officer-to-Application Systems: Stage 4 | p. 219 |
Improving Knowledge Support | p. 220 |
Decision Chart for Crime Investigation | p. 221 |
Road Map for Law Enforcement | p. 222 |
Knowledge Matrix with Categories and Levels | p. 225 |
Knowledge-Based Systems | p. 226 |
Case: Criminal Money Management | p. 227 |
References | p. 232 |
Performance Management in Policing | p. 235 |
Performance Management Standards | p. 235 |
Comparative Statistics in CompStat | p. 236 |
Value Shop Performance | p. 241 |
Detective Thinking Styles | p. 243 |
References | p. 246 |
Performance Measurement in Policing | p. 247 |
Empirical Study of Police Investigations | p. 247 |
Empirical Study of Intelligence Work | p. 247 |
Characteristics of Effective Detectives | p. 251 |
Other Performance Indicators | p. 257 |
Performance Leadership | p. 261 |
References | p. 262 |
Index | p. 265 |
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