International Journal of Police Science and Management Impact Factor & Information

Publisher: Vathek Publishing

Journal description

The International Journal of Police Science and Management publishes original empirical work, conceptual articles and theoretical overviews or reviews, as well as articles on good practice or practice evaluation. It seeks to encourage practitioners as well as academics to submit material for publication with a view to advancing knowledge, disseminating good practice and fostering the scientific study of the police and policing. The principal objective of the journal is to facilitate international exchange, stimulate debate and to encourage closer bonds between academic research into the criminal justice system and the practicalities of its day-to-day management of criminal justice organisations including, but not necessarily confined to, the police. Topics such as police operational techniques, crime pattern analysis, crime investigation management, accountability, performance measurement, interagency cooperation and public attitude surveys are welcome.

Current impact factor: 0.00

Impact Factor Rankings

Additional details

5-year impact 0.00
Cited half-life 0.00
Immediacy index 0.00
Eigenfactor 0.00
Article influence 0.00
Website International Journal of Police Science and Management website
Other titles International journal of police science & management (En ligne), International journal of police science & management, International journal of police science and management
ISSN 1478-1603
OCLC 300872576
Material type Periodical, Internet resource
Document type Internet Resource, Journal / Magazine / Newspaper

Publisher details

Vathek Publishing

  • Pre-print
    • Author cannot archive a pre-print version
  • Post-print
    • Author can archive a post-print version
  • Conditions
    • On institutional server
    • Publisher's version/PDF may be used
    • Published source must be acknowledged
  • Classification

Publications in this journal

  • International Journal of Police Science and Management 08/2012; 01(10, August-2012).
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    ABSTRACT: Despite the remarkable achievements in the development of Mexico's democracy, there is a lack of substantial progress in an essential matter: justice and police reform. This has been aggravated in recent years, following a very violent outbreak of organised crime, which has shown the incapability of, and the extent of the corruption within, these institutions. Although there have been 15 years of increased investment in the sector, it is easy to infer that lots of resources have been wasted and little progress achieved because of the lack of clear objectives and sound evaluation.
    International Journal of Police Science and Management 06/2010; DOI:10.1350/ijps.2010.00.0.183
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    ABSTRACT: The purpose of this research was to examine whether it was possible to use the British Crime Survey (BCS) data on Stop and Search for a southern English police force area (PFA) and to compare the findings from the BCS with those from police records. The local-level analysis of the BCS by PFA and recorded police statistics was an attempt to identify the similarities and differences, if any, between the two data sources. The research compares recorded police and BCS statistics for the same geographical police force area of a southern English county, for the period 2003 to 2006. The analysis looks at the number of stops and searches in each data source and presents a comparison of the ratio of persons arrested following a Stop and Search. The distribution of vehicle and pedestrian stops and searches in the two data sources is examined, as well as the demographic characteristics of suspects. The findings show that the BCS is a more accurate measure of stops than police statistics, although both data sources produced a similar pattern in the proportion of searches and arrests. The BCS showed that motor vehicle encounters were the most common form of contact, whereas police statistics showed that it was pedestrian encounters. However, a limited analysis was conducted using the BCS when the data were subdivided to consider age and ethnicity. Above all, the research has drawn attention to the gulf that exists between the two data sources.
    International Journal of Police Science and Management 06/2010; 12(2):220-237. DOI:10.1350/ijps.2010.12.2.164
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    ABSTRACT: This introduction, to the following set of four papers, discusses the origins of performance indicators as used as a tool to promote police accountability. It discusses different ways of conceptualising what police officers do and how it should be measured. It describes the use of community surveys and other new ways of measuring what the police do and discusses some of the problems inherent in trying to measure performance. The paper provides some examples of how performance indicators are being used in the developed world, and then transitions to how they are being used in some developing countries as well and introduces the four case studies.
    International Journal of Police Science and Management 06/2010; 12(2):140-154. DOI:10.1350/ijps.2010.12.2.181
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    ABSTRACT: How can donor assistance facilitate and empower actors of change inside and outside the police? How can donor assistance articulate itself to emerging institutional challenges while at the same time enforcing true local ownership for reform? This article explores such questions by revisiting ICITAP's Institutional Transformation Project (ITP) one year after its completion. The article starts by providing the particulars of Indonesian political and institutional dynamics, and civil society engagement with police reform. With this backdrop the author shows how the ITP was conceived as an attempt to concretise a political concept into an institutional practice. In so doing, the author argues, the ITP became a vehicle for building relationships between police officers and local research institutions, advocacy groups and universities around a common ground that explored the reach of evidence-based planning. The article closes with a review of unanticipated effects and challenges that the outcomes of this project have had in the progress of police reform in Indonesia.
    International Journal of Police Science and Management 06/2010; DOI:10.1350/ijps.2010.00.0.184
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    ABSTRACT: Niger is one of the poorest countries in the world, which at the same time faces serious security challenges due, among other things, to its location and lack of proper infrastructure. Niger is a republic in West Africa; mostly desert (the Sahara) and bordering countries such as Burkina Faso, Algeria, Libya, Chad and Nigeria. In 2008 Niger was classified as the 174th least developed country out of 179. The official language is French. Niger has begun a process of police reform that includes institutional changes and police education (Reform Programme 2008–2012). The Danish Institute for Human Rights has worked with the police since 2002 on integrating human rights in police education. In spite of current political willingness to introduce reforms, these face challenges very different from the ones found in more privileged countries. There is a lack of reliable data collection, statistics and means of verification in general; gathering information from the desert area is a major challenge and statistics are not really part of the culture of public institutions in Niger, including the police. Experiences from democratic policing, police reform and performance measurement often come from Anglophone countries with the consequence that most information and documentation only exist in English. The case study discusses the current state of police reform, measurement of police performance and how the process of reform could be advanced by the introduction of policing indicators in a six-step model in Niger.
    International Journal of Police Science and Management 06/2010; 12(2):195-205. DOI:10.1350/ijps.2010.12.2.185
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    ABSTRACT: While almost all local government administrators frequently interact with municipal police chiefs and county sheriffs, there is a dearth of scholarly literature concerning the decision-making behaviours of these law enforcement executives. This study, as part of a larger project, explores decision-making as it pertains to the annual budgeting process, an important basis for county- or city-wide interaction. The central question of this study is: what is the effect of selection method on a local law enforcement manager's willingness to cooperate with a legislative body during a budget crisis? This exploratory research suggests that the disparate methods by which sheriffs and police chiefs obtain office (election versus appointment) play a role in each executive's decision-making behaviours, albeit in a counterintuitive way: sheriffs are more apt to demonstrate local government leadership through cooperation with the county legislature while police chiefs are more likely to focus their efforts on intradepartmental management.
    International Journal of Police Science and Management 06/2010; DOI:10.1350/ijps.2010.00.0.168

  • International Journal of Police Science and Management 03/2010; 12(1):134-137. DOI:10.1350/ijps.2010.12.1.167
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    ABSTRACT: This article examines officer age and employment tenure variables in the FBI Law Enforcement Officers Killed and Assaulted summary from 1995 to 1999. During this time frame, 309 incidents of felonious officer deaths were reported to the FBI. The purpose of this paper is to identify patterns in the data for application within law enforcement when considering training needs over the life cycle of an officer's career, and to conduct original, exploratory research in the field. The research concludes that the combination of 0–4 years of experience combined with the ages 30–39 years was particularly deadly for the years 1995–1999. Finally, based on the findings, considerations for hiring, training and data collection are made.
    International Journal of Police Science and Management 03/2010; 12(1):119-133. DOI:10.1350/ijps.2010.12.1.157
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    ABSTRACT: Throughout the 1980s and 1990s, MacArthur Park — a 40-acre public park located near downtown Los Angeles — was widely known to be one of the largest open-air drug markets in Los Angeles. The Alvarado Corridor Initiative, a police-led initiative developed in 2003, was designed to address crime and disorderly behaviour in MacArthur Park through a combination of problem-solving, order-maintenance, and situational crime prevention efforts. This paper assesses the impact of the Alvarado Corridor Initiative using information from interviews and focus groups with neighbourhood residents, business-people, police officers, and other individuals familiar with MacArthur Park. The results suggest that many of the problems in MacArthur Park have been resolved and that the park experienced a turnaround that can be linked to the implementation of the Alvarado Corridor Initiative. In assessing the effectiveness of the Alvarado Corridor Initiative, this paper also provides a commentary on the evolution of public places in the United States and the role that the police can serve in terms of helping to preserve those public places.
    International Journal of Police Science and Management 03/2010; 12(1):41-54. DOI:10.1350/ijps.2010.12.1.156
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    ABSTRACT: This study focuses on one arena of public administration in which the balancing act between various accountability considerations is especially visible: local law enforcement management, and one of the many accountability conflicts that law enforcement CEOs face: the intersection of political and professional accountability streams. There are two guiding questions in this study. First, when faced with a choice between political and professional accountability, how do county sheriffs and municipal police chiefs act? Next, what factors do these managers believe to be crucial in the development of their officers' use of professional discretion? This study provides a preliminary glimpse of local law enforcement managers' responses to these questions. Consistent with the literature on officer discretion, these managers' responses cite five factors that affect the development of discretion for new recruits: (1) experience, (2) formal training, (3) community norms, (4) external systemic actors, and (5) peer influence and mentorship conducted in the context of the informal organisation. Analysis of these managers' responses indicates that, in the aggregate, professional autonomy is more highly prized than political deference in each type of department. These findings question the conventional wisdom that suggests sheriffs are less professionally accountable than their police chief counterparts.
    International Journal of Police Science and Management 03/2010; 12(1):90-118. DOI:10.1350/ijps.2010.12.1.160
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    ABSTRACT: Strategy implementation suffers from a general lack of academic attention. The need for improved implementation of strategies in law enforcement and policing has been emphasised by both scholars and practitioners. Implementation is important for four reasons. First, the failure to carry out a strategy can cause lost opportunities, duplicated efforts, incompatible organisational units and wasted resources. Second, the extent to which a strategy meets its objectives is determined by implementation. Third, the lack of implementation leaves police officers dissatisfied and reluctant to continue doing strategic planning work. Finally, the lack of implementation creates problems establishing and maintaining priorities in future strategic planning. In this empirical study, implementation of intelligence strategy is studied in a causal relationship with organisation structure and organisation culture. It is found that a knowledge organisation structure has a significant positive influence on the extent of strategy implementation.
    International Journal of Police Science and Management 03/2010; 12(1):55-68. DOI:10.1350/ijps.2010.12.1.158
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    ABSTRACT: Police call centre performance is currently assessed using private sector performance measures such as call answer time and customer satisfaction. Police communications, however, place a higher value on the accuracy and efficiency of the caller/call handler interaction than do commercial organisations. This is because the police must also establish, maintain and develop, with the caller, the basis for action to protect the public or bring offenders to justice, in light of the caller's needs, the policing context and resources available at the time. The existing police performance measures for call centre assessment may therefore be inadequate when examined from a forensic perspective. This research fills a gap in the current literature by establishing if a normative evaluation of the police/citizen/call centre interaction was sufficiently linked to the forensic quality of the interview to make the need to secondarily measure forensic quality redundant. This question was explored through an analysis of interview data drawn from two sources: external secondary data relating to service quality and data coded by the researcher relating to forensic quality. Forensic quality of the call was assessed with a newly developed instrument. The research found that real world call centre interviews varied both in terms of service and forensic quality. Furthermore, service quality and forensic quality were statistically unrelated, which means that it did not follow that a call delivering good customer service also delivered a forensically sound call. The implications of this finding for police practice are discussed.
    International Journal of Police Science and Management 03/2010; 12(1):69-80. DOI:10.1350/ijps.2010.12.1.159
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    ABSTRACT: This article explores how ‘policing’, in its widest sense, seeks to maintain public safety and security in the places where people gather to view events. The paper begins by clarifying its setting in public assembly facilities and conceiving of ‘policing’ as ‘almost anything done by anyone who controls other people’ (Waddington, 2007). The paper goes on to show how the long history of disasters and disorder in such facilities means that they have to be ‘policed’ and outlines the various bodies involved in ‘policing’ them. The paper then discusses the concepts of ‘safety’ and ‘security’. ‘Safety’ starts with structural design and maintenance to prevent fire or collapse. It manages capacities, ingress and egress in complex space. It also deals with aspects of human behaviours, emergencies and evacuations. ‘Security’, on the other hand, addresses the prevention and detection of crime, the terrorist threat and the maintenance of public tranquillity. The paper seeks to differentiate the terms ‘safety’ and ‘security’ with reference to four alternative models. Two forms of the integrated whole in which ‘security’ is conceived as a subset of ‘safety’, or vice versa, are outlined and commended as best practice. However, the historical practice and current policy reasons why ‘safety’ and ‘security’ have been treated as either separate or overlapping concepts are also explored. The discussion refers to various facility disasters to illustrate the serious consequences when policing policy and practice overlooks ‘safety’ or allows ‘security’ and ‘safety’ to get out of balance.
    International Journal of Police Science and Management 03/2010; 12(1):81-89. DOI:10.1350/ijps.2010.12.1.161

  • International Journal of Police Science and Management 03/2010; 12(1):12-22. DOI:10.1350/ijps.2010.12.1.155