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1 – 10 of over 4000Curt Taylor Griffiths and Peter Clark
Police legitimacy has emerged as a core concept in the study of twenty-first century policing. The purpose of this paper is to contribute new knowledge by examining the dynamics…
Abstract
Purpose
Police legitimacy has emerged as a core concept in the study of twenty-first century policing. The purpose of this paper is to contribute new knowledge by examining the dynamics surrounding policing legitimacy in a high demand environment in Northern Canada.
Design/methodology/approach
A case study approach was used to explore the historical and contemporary factors that contributed to the challenges surrounding the police-First Nations relations, how these challenges affected public confidence in, and trust of, the police, and how the communities, police, and government took action to address these issues.
Findings
The findings reveal that it is possible for the police, First Nations, and government in high demand environments to implement reforms and to create the foundation for police-community collaboration. The development of relationships based on trust and a continuing dialogue is important components in building police legitimacy.
Research limitations/implications
The study was conducted in one northern jurisdiction. The findings may apply to other jurisdictions where the police are involved in policing indigenous peoples.
Practical implications
The case study provides insight into the processes required to fundamentally alter the police-First Nations relations, to improve police service delivery in high demand environments, and to ensure that reforms are sustained.
Originality/value
Police legitimacy has been examined primarily in urban environments where police services have considerable capacities and there re-extensive networks of support from various agencies and organizations. The dynamics of policing in northern communities are appreciably different and present challenges as well as opportunities for improving police legitimacy.
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This series of articles has developed a number of views on organisation behaviour and how current knowledge on the subject can be used to improve training and development in…
Abstract
This series of articles has developed a number of views on organisation behaviour and how current knowledge on the subject can be used to improve training and development in industrial organisations. The series has been an attempt to focus the reader's attention towards the critical need for us as trainers to understand why organisations are as they are and what causes them to behave as they do. Organisation behaviour as a subject is therefore about understanding, or attempting to understand, the complexity of the relationships that exist in the collectivity of people and things that we call ‘organisation’. To achieve full understanding is, I am afraid, as hopeless as expecting to understand why our fellow men (or women) behave as they do, for organisations like all living things change as we examine them. What the theories and hypotheses on organisation behaviour can do for us is give us some idea of organisational change and the links between these causes and their manifestations in terms of behaviour. This knowledge gives us a map, however fragmented, on which we can plot bearings to indicate the course our actions should follow if they are to influence and change the reality of the organisational situation.
The actual shape of organisations is very much an unintended affair, not a conscious design by any group of managers, of union representatives, or any other single group. We…
Abstract
The actual shape of organisations is very much an unintended affair, not a conscious design by any group of managers, of union representatives, or any other single group. We should try to imagine that organisations contain several major groupings, some of which are members of coalitions, and others who represent an opposition. All play their part — albeit unintended. Further, the organisation is shaped by both past decisions and by the images which people have of the future.
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb006047. When citing the article, please…
Abstract
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb006047. When citing the article, please cite: Gary L. Clark, Peter F. Kaminski, (1988) “HOW TO GET MORE FOR YOUR MONEY IN MAIL SURVEYS”, Journal of Business & Industrial Marketing, Vol. 3 Iss: 1, pp.17 - 23.
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb006047. When citing the article, please…
Abstract
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb006047. When citing the article, please cite: Gary L. Clark, Peter F. Kaminski, (1988) “HOW TO GET MORE FOR YOUR MONEY IN MAIL SURVEYS”, Journal of Business & Industrial Marketing, Vol. 3 Iss: 1, pp.17 - 23.
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/07363769210035189. When citing the…
Abstract
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/07363769210035189. When citing the article, please cite: Gary L. Clark, Peter F. Kaminski, David R. Rink, (1992), “Consumer Complaints: Advice on How Companies Should Respond Based on an Empirical Study”, Journal of Consumer Marketing, Vol. 9 Iss: 3, pp. 5 - 14.
Patrick Lo, Robert Sutherland, Wei-En Hsu and Russ Girsberger
Action researchers contend that a complex social process can be studied best by introducing changes into that process and observing the effects of these changes. The approach used…
Abstract
Action researchers contend that a complex social process can be studied best by introducing changes into that process and observing the effects of these changes. The approach used by organizational consultants must also introduce change, but in this case, the theoretical development and the rigorous empirical foundation are prerequisite elements of the activity. Participative case studies are a common scientific report proceeding from consulting projects. This paper discusses the contrasts between the action research method, consulting, and participative case studies. Ethical problems arise when action research is knowingly or unknowingly conflated with consultation practices, since this combination makes the usual set of action research dilemmas even more problematic. An improved understanding of the action research‐consulting contrasts aids in distinguishing the contributions of participative case studies to the information systems literature.
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Animal rights is a growing social justice movement opposed to all forms of animal exploitation and abuse. Animal rights is not animal welfare. It is not pet therapy, wildlife…
Abstract
Animal rights is a growing social justice movement opposed to all forms of animal exploitation and abuse. Animal rights is not animal welfare. It is not pet therapy, wildlife conservation, or the services of the local humane society. Although it shares concerns with other organizations interested in the welfare of animals, the animal rights movement is activist and progressive, rejecting the view that animals are resources to be used for human purposes.