Knowledge Sharing in Criminal Investigations: An Empirical Study of Norwegian Police as Value Shop

Police investigation units represent a knowledge‐intensive and time‐critical environment. The amount of information that detectives come into contact with in the course of their work is astounding. This and the vast knowledge that police officers need, suggest that police officers are knowledge workers. Knowledge sharing is a key process in knowledge activities, including the capture, transfer, and creation of knowledge. Both tacit and explicit knowledge are of critical importance to solve criminal cases. In this paper, police investigation units are defined as value shops, where primary detective activities occur. Knowledge sharing is found to have a significant influence on all primary activities of the police investigation value shop.

[1]  野中 郁次郎,et al.  The knowledge-creating company , 2008 .

[2]  Edward A. Thibault,et al.  Proactive Police Management , 1997 .

[3]  E. Wenger.  Communities of Practice: Learning, Meaning, and Identity , 1998 .

[4]  Paul A. Longley,et al.  Geocomputation, Geodemographics and Resource Allocation for Local Policing , 2005, Trans. GIS.

[5]  I. Nonaka,et al.  Enabling Knowledge Creation , 2000 .

[6]  Ralph Crawshaw,et al.  Human Rights and Policing , 2006 .

[7]  Xianggui Qu,et al.  Multivariate Data Analysis , 2007, Technometrics.

[8]  Nigel Fielding,et al.  Police socialization and police competence , 1984 .

[9]  P. Baumard.  Tacit Knowledge in Organizations , 1999 .

[10]  Hsinchun Chen,et al.  COPLINK Center: Information and Knowledge Management for Law Enforcement , 2004, DG.O.

[11]  Petter Gottschalk,et al.  Knowledge Management Systems in Law Enforcement: Technologies and Techniques , 2006 .

[12]  Smith,et al.  The Effective Detective: Identifying the skills of an effective SIO , 2000 .

[13]  J. Lave,et al.  Understanding Practice: Perspectives on Activity and Context , 1996 .

[14]  Norman T. Sheehan,et al.  Why old tools won't work in the “new” knowledge economy , 2005 .

[15]  Brent B. Allred,et al.  Enabling Knowledge Creation: How to unlock the Mystery of Tacit Knowledge and Release the Power of Innovation , 2001 .

[16]  Margareth Stoll,et al.  Organizational Learning and Knowledge Management , 2008, EIAT/IETA.

[17]  Øystein D. Fjeldstad,et al.  CONFIGURING VALUE FOR COMPETITIVE ADVANTAGE: ON CHAINS, SHOPS, AND NETWORKS , 1998 .

[18]  Etienne Wenger,et al.  Communities of Practice: Learning, Meaning, and Identity , 1998 .

[19]  Rolph E. Anderson,et al.  Multivariate Data Analysis with Readings , 1979 .

[20]  Suliman Al-Hawamdeh,et al.  Knowledge management in the public sector: principles and practices in police work , 2001, J. Inf. Sci..

[21]  Marjorie A. Lyles,et al.  The Blackwell handbook of organizational learning and knowledge management , 2003 .