“Studying innovative employee behaviours within knowledge-intensive public sector organizations (KIPSOs) might seem an odd thing to do given the lack of competitive pressures, the limited identification of the costs and benefits of innovative ideas and the lack of opportunities to incentivize employees financially. Nevertheless, KIPSOs require innovations to ensure long-term survival. To help achieve this goal, this paper explores the role of supervisors in supporting innovative work behaviour (IWB) by considering the unique challenges of KIPSOs and the conditions and characteristics of IWB in this context.”
Source: Bos-Nehles, A., Bondarouk, T., & Nijenhuis, K. (2017). The International Journal of Human Resource Management, and available from this link (open access).
“Strategic concepts and practices first evolved in the private sector, so they evoked much controversy when they migrated to the public sector from the late 1970s onwards. Partly this was about their (in)applicability to the distinctive features of government organizations, in particular their focus on public as well as private value, their situation in a political rather than a market environment, their almost exclusive capacity to use legal authority to achieve purposes, and the extent to which they often need to share power over personnel and resources with other public sector agencies.”
Alford, J.; Greve, C. (2017). Administrative Sciences, and available from this link (open access).
Manly Harbour/M. Hardy
“As the Department of Defense (DOD) transitions to a new administration, it will be accompanied by numerous editorials advocating for equipment modernization and changing our theater-specific postures. Many of these discussions will call for altering DOD’s current strategy. In essence, they will reiterate a dogmatic logic among the department’s leadership: the best way to solve a problem is to develop a new strategy. To succeed, we must realize that focusing mainly on strategy will cause us to overlook our greatest advantage—organizational culture.”
Source: Schmidt, M., & Slaughter, R. (2017). Joint Force Quarterly and available from this link (open access).
“This document discusses the gaps in Australia’s emergency management legislation and the coordination of federal, state and local disaster management arrangements in Australia. It analyses key legislation from the UK and US jurisdictions and reveals important lessons that could be adopted in Australia.”
Source: Eburn, M. (2017). ASPI Insights and avilable from this link (open access).
“Some researchers suggest that police professionals see little value in adopting evidence based approaches to tackle policing challenges. To examine this issue, 586 Canadian police professionals were surveyed. We explore responses to one particular question, which caused 353 respondents to reflect on whether they think their agencies enact evidence based policing (EBP) principles in daily operations; specifically, the principles of targeting, testing, and tracking the implementation of new policing strategies.”
Source: Huey, L., Blaskovits, B., Bennell, C., Kalyal, H. J., & Walker, T. (2017). Police Practice and Research, and available from this link (subscription journal).
“In surveys of 106 C-suite executives representing 91 private- and public-sector companies from 17 countries, the author found that a full 85% agreed that their organizations were bad at problem diagnosis, and 87% agreed that this flaw carried significant costs. Fewer than one in 10 said they were unaffected by the issue. What they struggle with, it turns out, is not solving problems but figuring out what the problems are. And creative solutions nearly always come from an alternative explanation for—or a reframing of—your problem. The point of reframing is not to find the “real” problem but, rather, to see if there is a better problem to solve.”
Source: Alahmari, F. (2017). Harvard Business Review, and available from this link (subscription journal).
“This guidebook presents intelligence-led policing (ILP) as a modern and proactive law enforcement model, and a realistic alternative to traditionally reactive forms of policing for OSCE participating States. ILP, which has already been adopted in a number of countries in recent years with promising results, combines intelligence gathering, evaluation and analysis with informed decision-making procedures and mechanisms, thus providing more efficient and effective management of national law enforcement.”
Source: Organization for Security and Co-operation in Europe and available from this link (open access).
“The Transformational Task Force’s (the Task Force) mandate has been to look beyond the way policing is currently done in Toronto to propose a modernized policing model for the City of Toronto that is innovative, sustainable and affordable – a model that will place communities at its core, be intelligence-led and optimize the use of resources and technology while embracing partnerships as a means of enhancing capability and capacity.” A new action plan, defined by the Toronto Police Service, as the path forward to excellence for the Service.
Source: Toronto Police Service (2017). Available from this link (open access).
“Counter-terrorism, fighting cybercrime, policing highly diverse societies: Can the police do it all? Should the police do it all? Do the police want to do it all? Cal Corley, CEO of the Community Safety Knowledge Alliance, and former Assistant Commissioner of the Royal Canadian Mounted Police; Inspector Shawna Coxon, Toronto Police Service; Micheal Vonn, Policy Director, B.C. Civil Liberties Association; and moderator Ron Levi, Director of the Munk School’s Global Justice Lab, weigh the implications, the challenges and the trade-offs for the police, for justice and for all of us.”
Source: CBC Radio podcast (54 minutes) and available from this link (open access).
“This article explores the ways in which C-suite executives are using corporate communications to execute strategy. Over the past two decades, we have seen a profound shift in how leaders view communications within organizations. This shift has moved from a tactical and superficial focus (speech writing, media placements) to a more strategic and elevated level (developing and implementing strategy through communication, sophisticated measurement using big data to understand constituencies and influence reputation). Thus, the central research question in this article is focused on the following theme: “How do leaders use communications to execute strategy in the 21st century?” Through a review of current literature on the topic and synthesis of both published and newly conducted interviews, the article provides a snapshot of leadership communication in organizations today as it relates to the execution of strategy.”
Source: Argenti, P. (2017). International Journal of Business Communication and available from this link (subscription journal).