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The importance of body-worn cameras (BWC) in policing cannot be overstated. This is not a hyperbolic statement – use of force incidents in Ferguson and Baltimore, the ensuing riots, coupled with critical long term implications for police community relations demonstrate the need for BWC data. Few studies have been published on the use of BWCs and little is known about officer perceptions, administrator decision making, and agency use of BWC data. No published studies incorporate qualitative data, which lends important context and depth, in the interpretation of officer survey data. The paper aims to discuss these issues.

The current study presents a mixed-method study of a large university police agency prior to full implementation of BWC. A survey of patrol officers and supervisors, using a census approach with near full participation, coupled with focus group interviews, produced data on perceptions, concerns, and expectations of full BWC implementation.

Findings point to officer concerns regarding the utilization of BWC data and administrative expectations regarding complaint reduction and officer assessment.

Important implications regarding training and policy are presented. BWC data represent an important tool for agency decision makers but have numerous potential negative uses. Understanding officer concerns juxtaposed with administrator expectations, through both survey and qualitative data, advance the knowledge on BWC.

Purpose – The purpose of this paper is to show that policing research frequently commits two errors: focusing on urban police units and failing to incorporate theory. The current research considers the policing style adopted by officers in a rural setting and tests the utility of Work Redesign, a theory that explains the importance and role of satisfaction with work. Design/methodology/approach – Rural police officers in community policing and traditional motorized patrol assignments were surveyed regarding policing style, the perceived importance of various tasks, and time allocation. Findings – Findings suggest that community policing has a role in rural areas; however, officers generally endorse the practices of traditional motorized patrol uniformly while only community policing officers endorse COP practices. Research limitations/implications – Although generalizing findings derived from several police agencies to other agencies should be done with caution, the findings are potentially important to agency decision makers regarding assignment and implementation of community policing programs. Originality/value – This paper is of interest to those investigating: the impacts of assignment at the officer level, community policing, the influence of job satisfaction on work, and rural law enforcement.

The purpose of this paper is to explore factors that drive officer support for body-worn cameras (BWCs).

Results of an officer perceptions survey completed as part of an evaluation of the Chicago Police Department’s BWC project are presented. The influence of treatment- and outcome-oriented justice concerns on officer support for BWCs is explored with a variety of covariates.

Outcome-oriented concerns are a significant predictor of officer support for BWCs, while treatment-oriented concerns are not.

The research enhances understandings of the applicability of procedural justice theorizing in policing generally, and offers direction important to the meaningful use of BWCs.

This finding runs counter to dominant relational models of procedural justice that concentrate on the perspective of subordinates, but lends support to arguments advocating the centrality of role (authority vs subordinate) in the formation of justice evaluations.

This research study evaluates an innovative community-oriented policing program, designed to enhance officer accountability, thereby informing the scholarly community and agency decision-makers.

A multi-method approach was employed, leveraging pre- and post-implementation data collection phases. Data were collected via surveys of officers and focus groups with officers, as well as interviews with agency decision-makers.

While officers were originally resistant to the STOP Card program, postimplementation perceptions, evinced through both survey and focus group data, were supportive. Agency administrators were consistently supportive of the initiative.

This is a novel program, implemented by a university police agency set in an urban area. The utility of this and similar efforts may influence agency initiatives.

In 1921, Alfred P. Sloan developed an extensive repositioning strategy that was instrumental to General Motors' success over the decades that followed. This paper aims to provide a review of the development and evolution of this strategy and how the later deviation from this strategy was responsible for the company's marketplace decline and eventual bankruptcy.

The paper reviews the historical 1921 repositioning strategy developed by Sloan and the specific models and price levels that were a part of this strategy. These price levels are then examined over the following decades to determine when and how this strategy was modified over time.

The findings indicate that although Sloan developed a brilliant strategy at the time of its inception, General Motors has over time deviated from its own historic and successful repositioning strategy. It is demonstrated that the deviation from the 1921 strategy has contributed to the decline in General Motors' market share and their bankruptcy in 2009. In addition, the 1921 strategy is compared to those of successful 21st century competition.

The research provides the reader with a historical review and analysis of the Sloan strategy and provides evidence that a historically successful marketing strategy can be applicable in other time periods for the company that developed it and for other competitors that make use of a similar strategy.

The purpose of this paper was to examine how mid- and upper-level police commanders' occupational perceptions shifted after the COVID-19 pandemic, upsurge in police protests, and perceived crime increases in 2020. We assess the extent to which these events altered police leaders' perceptions of stress, satisfaction, burnout and turnover intentions.

This study employs repeated cross-sectional survey data of over 900 police leaders who attended the FBI’s National Academy (FBINA) program. Respondents are distinguished by whether they attended the FBINA program before or after operations were suspended due to COVID-19. Bivariate tests were conducted to compare pre- and post-respondents' perceptions of stress, satisfaction, burnout and turnover intentions.

The findings indicate that post-pandemic respondents had higher turnover intentions than pre-pandemic respondents. The groups had no significant differences regarding stress, satisfaction and burnout perceptions.

The findings suggest that despite facing a global pandemic, police protests and perceived increases in crime, police leaders demonstrated high stability and resiliency. The data comprised law enforcement leaders who participated in the FBINA program; thus, the findings may not be generalizable to all officers.

This study is one of the first to assess changes in police leaders’ work perceptions following the COVID-19 pandemic, the rise in police protests and perceived increases in crime in 2020.

The purpose of this paper is to test Chandler’s dictum that “unless structure follows strategy, inefficiency results” (Chandler, 1962, p. 314) by assessing the continuing efforts to align structure with strategy in the automobile industry from the turn of the century through the 1980s.

The historical analysis utilized conceptual mediation and moderation methodologies wherein the impacts of strategy on structure were mediated by their impacts on coordination and control, and moderated by external conditions such as uncertainty, variability, interdependence and asset specificity.

The findings demonstrate that structure followed differing strategies at General Motors, Ford and Chrysler, and provide strong support for Chandler’s dictum. The findings demonstrate the difficulties of maintaining alignment of strategy and structure with changes in the external competitive environment, and the severe consequences of a misalignment of strategy and structure. The findings also demonstrate that structure alone is not sufficient to implement strategy effectively, and that firms must judiciously utilize both internal firm and external market coordinating and control mechanisms to optimize performance.

Limitations include that this is a study of a single industry over an extended, but specific time period.

Generalization is limited by a study of a single industry, but there are numerous implications for organizational design and strategy implementation that are not industry-specific.

Chandler’s dictum is often cited, but this is one of very few studies that demonstrate the relationship between specific organizational designs and company strategies, and the consequences of misaligning strategy and structure.

The purpose of this paper is to examine the link between Joseph Schumpeter’s economics and the rise of General Motors (GM).

The paper uses regression analysis and time series analysis of market synchronization.

There is a strong link between GM rise to dominance of the domestic automobile industry and nuanced features of Schumpeterian economics.

The paper furthers the examination of the role of information economics on marketing channel performance.

Information helps in production decisions by synchronizing production with consumer demand.

Economic efficiency enhances the human welfare for better forecasting, lower inventories and greater profits.

This topic has been explored before but methodology used in this paper is innovative. The paper uses Granger causality.

Highlights similarities among the codes of ethics promulgated by professional societies in the United States such as The Institute of Internal Auditors (IIA), the American Institute of Certified Public Accountants (AICPA), the Institute of Management Accountants (IMA), and the EDP Auditors Association (EDPAA). Takes the Code of Ethics of the Institute of Internal Auditors, an international professional association, as an example to demonstrate that most of the articles of professional codes do not reflect the cultural dimensions of Asian, European, and other countries. Since one single universal code of ethics may not meet the needs of an international group, international professional societies may wish to consider alternatives to incorporate in their codes of ethics, especially the cultural dimensions of other countries. Cultural differences often limit the effectiveness of a uniform international code of ethics because they create a lack of consensus within a profession as to what constitutes acceptable behaviour.