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Publisher: Emerald   (Total: 335 journals)

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Showing 1 - 200 of 335 Journals sorted alphabetically
A Life in the Day     Hybrid Journal   (Followers: 9)
Academia Revista Latinoamericana de Administraci√≥n     Open Access   (Followers: 2, SJR: 0.144, h-index: 4)
Accounting Auditing & Accountability J.     Hybrid Journal   (Followers: 30)
Accounting Research J.     Hybrid Journal   (Followers: 25, SJR: 0.26, h-index: 7)
Accounting, Auditing and Accountability J.     Hybrid Journal   (Followers: 19, SJR: 0.88, h-index: 40)
Advances in Accounting Education     Hybrid Journal   (Followers: 14, SJR: 0.514, h-index: 5)
Advances in Appreciative Inquiry     Hybrid Journal   (SJR: 0.124, h-index: 5)
Advances in Autism     Hybrid Journal   (Followers: 8)
Advances in Dual Diagnosis     Hybrid Journal   (Followers: 48, SJR: 0.228, h-index: 2)
Advances in Gender Research     Full-text available via subscription   (Followers: 3, SJR: 0.229, h-index: 7)
Advances in Intl. Marketing     Full-text available via subscription   (Followers: 5, SJR: 0.123, h-index: 11)
Advances in Mental Health and Intellectual Disabilities     Hybrid Journal   (Followers: 60, SJR: 0.29, h-index: 5)
Advances in Mental Health and Learning Disabilities     Hybrid Journal   (Followers: 30)
African J. of Economic and Management Studies     Hybrid Journal   (Followers: 11, SJR: 0.125, h-index: 2)
Agricultural Finance Review     Hybrid Journal  
Aircraft Engineering and Aerospace Technology     Hybrid Journal   (Followers: 181, SJR: 0.391, h-index: 18)
American J. of Business     Hybrid Journal   (Followers: 16)
Annals in Social Responsibility     Full-text available via subscription  
Anti-Corrosion Methods and Materials     Hybrid Journal   (Followers: 10, SJR: 0.215, h-index: 25)
Arts and the Market     Hybrid Journal   (Followers: 9)
Asia Pacific J. of Marketing and Logistics     Hybrid Journal   (Followers: 8, SJR: 0.244, h-index: 15)
Asia-Pacific J. of Business Administration     Hybrid Journal   (Followers: 3, SJR: 0.182, h-index: 7)
Asian Association of Open Universities J.     Open Access  
Asian Education and Development Studies     Hybrid Journal   (Followers: 5)
Asian J. on Quality     Hybrid Journal   (Followers: 2)
Asian Review of Accounting     Hybrid Journal   (Followers: 2, SJR: 0.29, h-index: 7)
Aslib J. of Information Management     Hybrid Journal   (Followers: 24, SJR: 0.65, h-index: 29)
Aslib Proceedings     Hybrid Journal   (Followers: 257)
Assembly Automation     Hybrid Journal   (Followers: 2, SJR: 0.657, h-index: 26)
Baltic J. of Management     Hybrid Journal   (Followers: 3, SJR: 0.354, h-index: 14)
Benchmarking : An Intl. J.     Hybrid Journal   (Followers: 11, SJR: 0.556, h-index: 38)
British Food J.     Hybrid Journal   (Followers: 16, SJR: 0.329, h-index: 35)
Built Environment Project and Asset Management     Hybrid Journal   (Followers: 15, SJR: 0.232, h-index: 4)
Business Process Re-engineering & Management J.     Hybrid Journal   (Followers: 8, SJR: 0.614, h-index: 42)
Business Strategy Series     Hybrid Journal   (Followers: 6, SJR: 0.201, h-index: 6)
Career Development Intl.     Hybrid Journal   (Followers: 16, SJR: 0.686, h-index: 32)
China Agricultural Economic Review     Hybrid Journal   (Followers: 2, SJR: 0.238, h-index: 10)
China Finance Review Intl.     Hybrid Journal   (Followers: 5)
Chinese Management Studies     Hybrid Journal   (Followers: 4, SJR: 0.216, h-index: 12)
Circuit World     Hybrid Journal   (Followers: 15, SJR: 0.346, h-index: 17)
Collection Building     Hybrid Journal   (Followers: 11, SJR: 0.829, h-index: 10)
COMPEL: The Intl. J. for Computation and Mathematics in Electrical and Electronic Engineering     Hybrid Journal   (Followers: 3, SJR: 0.269, h-index: 22)
Competitiveness Review : An Intl. Business J. incorporating J. of Global Competitiveness     Hybrid Journal   (Followers: 6)
Construction Innovation: Information, Process, Management     Hybrid Journal   (Followers: 14, SJR: 0.508, h-index: 8)
Corporate Communications An Intl. J.     Hybrid Journal   (Followers: 7, SJR: 0.703, h-index: 26)
Corporate Governance Intl. J. of Business in Society     Hybrid Journal   (Followers: 7, SJR: 0.309, h-index: 29)
Critical Perspectives on Intl. Business     Hybrid Journal   (Followers: 1, SJR: 0.32, h-index: 15)
Cross Cultural & Strategic Management     Hybrid Journal   (Followers: 8, SJR: 0.356, h-index: 13)
Development and Learning in Organizations     Hybrid Journal   (Followers: 7, SJR: 0.138, h-index: 8)
Digital Library Perspectives     Hybrid Journal   (Followers: 17)
Direct Marketing An Intl. J.     Hybrid Journal   (Followers: 6)
Disaster Prevention and Management     Hybrid Journal   (Followers: 22, SJR: 0.533, h-index: 32)
Drugs and Alcohol Today     Hybrid Journal   (Followers: 130, SJR: 0.241, h-index: 4)
Education + Training     Hybrid Journal   (Followers: 21, SJR: 0.532, h-index: 30)
Education, Business and Society : Contemporary Middle Eastern Issues     Hybrid Journal   (SJR: 0.141, h-index: 10)
Emerald Emerging Markets Case Studies     Hybrid Journal   (Followers: 1)
Employee Relations     Hybrid Journal   (Followers: 6, SJR: 0.435, h-index: 22)
Engineering Computations     Hybrid Journal   (Followers: 4, SJR: 0.387, h-index: 39)
Engineering, Construction and Architectural Management     Hybrid Journal   (Followers: 14, SJR: 0.541, h-index: 28)
Equal Opportunities Intl.     Hybrid Journal   (Followers: 3)
Equality, Diversity and Inclusion : An Intl. J.     Hybrid Journal   (Followers: 14, SJR: 0.239, h-index: 9)
EuroMed J. of Business     Hybrid Journal   (Followers: 1, SJR: 0.145, h-index: 9)
European Business Review     Hybrid Journal   (Followers: 7, SJR: 0.481, h-index: 21)
European J. of Innovation Management     Hybrid Journal   (Followers: 23, SJR: 0.596, h-index: 30)
European J. of Marketing     Hybrid Journal   (Followers: 20, SJR: 0.933, h-index: 55)
European J. of Training and Development     Hybrid Journal   (Followers: 9, SJR: 0.489, h-index: 23)
Evidence-based HRM     Hybrid Journal   (Followers: 6)
Facilities     Hybrid Journal   (Followers: 2, SJR: 0.371, h-index: 18)
Foresight     Hybrid Journal   (Followers: 7, SJR: 0.486, h-index: 20)
Gender in Management : An Intl. J.     Hybrid Journal   (Followers: 17, SJR: 0.359, h-index: 22)
Grey Systems : Theory and Application     Hybrid Journal   (Followers: 1)
Health Education     Hybrid Journal   (Followers: 3, SJR: 0.383, h-index: 17)
Higher Education, Skills and Work-based Learning     Hybrid Journal   (Followers: 45, SJR: 0.172, h-index: 4)
History of Education Review     Hybrid Journal   (Followers: 13, SJR: 0.141, h-index: 2)
Housing, Care and Support     Hybrid Journal   (Followers: 9, SJR: 0.174, h-index: 4)
Human Resource Management Intl. Digest     Hybrid Journal   (Followers: 17, SJR: 0.121, h-index: 6)
Humanomics     Hybrid Journal   (Followers: 2, SJR: 0.14, h-index: 4)
IMP J.     Hybrid Journal  
Indian Growth and Development Review     Hybrid Journal   (SJR: 0.163, h-index: 4)
Industrial and Commercial Training     Hybrid Journal   (Followers: 5, SJR: 0.217, h-index: 14)
Industrial Lubrication and Tribology     Hybrid Journal   (Followers: 6, SJR: 0.322, h-index: 19)
Industrial Management & Data Systems     Hybrid Journal   (Followers: 6, SJR: 0.63, h-index: 69)
Industrial Robot An Intl. J.     Hybrid Journal   (Followers: 3, SJR: 0.375, h-index: 32)
Info     Hybrid Journal   (Followers: 1, SJR: 0.25, h-index: 21)
Information and Computer Security     Hybrid Journal   (Followers: 22)
Information Technology & People     Hybrid Journal   (Followers: 45, SJR: 0.576, h-index: 28)
Interactive Technology and Smart Education     Hybrid Journal   (Followers: 14, SJR: 0.112, h-index: 1)
Interlending & Document Supply     Hybrid Journal   (Followers: 62, SJR: 0.48, h-index: 13)
Internet Research     Hybrid Journal   (Followers: 42, SJR: 1.746, h-index: 57)
Intl. J. for Lesson and Learning Studies     Hybrid Journal   (Followers: 4)
Intl. J. for Researcher Development     Hybrid Journal   (Followers: 9)
Intl. J. of Accounting and Information Management     Hybrid Journal   (Followers: 8, SJR: 0.304, h-index: 7)
Intl. J. of Bank Marketing     Hybrid Journal   (Followers: 8, SJR: 0.515, h-index: 38)
Intl. J. of Climate Change Strategies and Management     Hybrid Journal   (Followers: 14, SJR: 0.416, h-index: 7)
Intl. J. of Clothing Science and Technology     Hybrid Journal   (Followers: 5, SJR: 0.279, h-index: 25)
Intl. J. of Commerce and Management     Hybrid Journal   (Followers: 1)
Intl. J. of Conflict Management     Hybrid Journal   (Followers: 15, SJR: 0.763, h-index: 38)
Intl. J. of Contemporary Hospitality Management     Hybrid Journal   (Followers: 12, SJR: 1.329, h-index: 35)
Intl. J. of Culture Tourism and Hospitality Research     Hybrid Journal   (Followers: 16, SJR: 0.399, h-index: 5)
Intl. J. of Development Issues     Hybrid Journal   (Followers: 10)
Intl. J. of Disaster Resilience in the Built Environment     Hybrid Journal   (Followers: 8, SJR: 0.225, h-index: 7)
Intl. J. of Educational Management     Hybrid Journal   (Followers: 5, SJR: 0.424, h-index: 32)
Intl. J. of Emergency Services     Hybrid Journal   (Followers: 5, SJR: 0.179, h-index: 1)
Intl. J. of Emerging Markets     Hybrid Journal   (Followers: 4, SJR: 0.199, h-index: 5)
Intl. J. of Energy Sector Management     Hybrid Journal   (Followers: 3, SJR: 0.25, h-index: 12)
Intl. J. of Entrepreneurial Behaviour & Research     Hybrid Journal   (Followers: 5, SJR: 0.694, h-index: 28)
Intl. J. of Event and Festival Management     Hybrid Journal   (Followers: 6, SJR: 0.32, h-index: 8)
Intl. J. of Gender and Entrepreneurship     Hybrid Journal   (Followers: 5, SJR: 0.638, h-index: 6)
Intl. J. of Health Care Quality Assurance     Hybrid Journal   (Followers: 9, SJR: 0.352, h-index: 32)
Intl. J. of Health Governance     Hybrid Journal   (Followers: 26, SJR: 0.277, h-index: 15)
Intl. J. of Housing Markets and Analysis     Hybrid Journal   (Followers: 9, SJR: 0.201, h-index: 5)
Intl. J. of Human Rights in Healthcare     Hybrid Journal   (Followers: 9, SJR: 0.13, h-index: 2)
Intl. J. of Information and Learning Technology     Hybrid Journal   (Followers: 7)
Intl. J. of Innovation Science     Hybrid Journal   (Followers: 9, SJR: 0.173, h-index: 5)
Intl. J. of Intelligent Computing and Cybernetics     Hybrid Journal   (Followers: 3, SJR: 0.258, h-index: 10)
Intl. J. of Intelligent Unmanned Systems     Hybrid Journal   (Followers: 4, SJR: 0.145, h-index: 2)
Intl. J. of Islamic and Middle Eastern Finance and Management     Hybrid Journal   (Followers: 8)
Intl. J. of Law and Management     Hybrid Journal   (Followers: 2, SJR: 0.107, h-index: 2)
Intl. J. of Law in the Built Environment     Hybrid Journal   (Followers: 4, SJR: 0.111, h-index: 2)
Intl. J. of Leadership in Public Services     Hybrid Journal   (Followers: 16)
Intl. J. of Lean Six Sigma     Hybrid Journal   (Followers: 7, SJR: 0.562, h-index: 15)
Intl. J. of Logistics Management     Hybrid Journal   (Followers: 13, SJR: 0.998, h-index: 15)
Intl. J. of Managerial Finance     Hybrid Journal   (Followers: 6, SJR: 0.212, h-index: 11)
Intl. J. of Managing Projects in Business     Hybrid Journal   (Followers: 2)
Intl. J. of Manpower     Hybrid Journal   (Followers: 2, SJR: 0.354, h-index: 37)
Intl. J. of Mentoring and Coaching in Education     Hybrid Journal   (Followers: 25)
Intl. J. of Migration, Health and Social Care     Hybrid Journal   (Followers: 10, SJR: 0.261, h-index: 5)
Intl. J. of Numerical Methods for Heat & Fluid Flow     Hybrid Journal   (Followers: 11, SJR: 0.594, h-index: 32)
Intl. J. of Operations & Production Management     Hybrid Journal   (Followers: 18, SJR: 2.198, h-index: 94)
Intl. J. of Organizational Analysis     Hybrid Journal   (Followers: 3, SJR: 0.222, h-index: 11)
Intl. J. of Pervasive Computing and Communications     Hybrid Journal   (Followers: 4, SJR: 0.165, h-index: 9)
Intl. J. of Pharmaceutical and Healthcare Marketing     Hybrid Journal   (Followers: 4, SJR: 0.304, h-index: 12)
Intl. J. of Physical Distribution & Logistics Management     Hybrid Journal   (Followers: 11, SJR: 1.694, h-index: 66)
Intl. J. of Prisoner Health     Hybrid Journal   (Followers: 10, SJR: 0.254, h-index: 10)
Intl. J. of Productivity and Performance Management     Hybrid Journal   (Followers: 6, SJR: 0.785, h-index: 31)
Intl. J. of Public Sector Management     Hybrid Journal   (Followers: 24, SJR: 0.272, h-index: 37)
Intl. J. of Quality & Reliability Management     Hybrid Journal   (Followers: 8, SJR: 0.544, h-index: 63)
Intl. J. of Quality and Service Sciences     Hybrid Journal   (Followers: 2, SJR: 0.133, h-index: 1)
Intl. J. of Retail & Distribution Management     Hybrid Journal   (Followers: 6, SJR: 0.543, h-index: 36)
Intl. J. of Service Industry Management     Hybrid Journal   (Followers: 2)
Intl. J. of Social Economics     Hybrid Journal   (Followers: 9, SJR: 0.227, h-index: 25)
Intl. J. of Sociology and Social Policy     Hybrid Journal   (Followers: 47, SJR: 0.361, h-index: 5)
Intl. J. of Sports Marketing and Sponsorship     Hybrid Journal   (Followers: 1)
Intl. J. of Structural Integrity     Hybrid Journal   (Followers: 2, SJR: 0.325, h-index: 8)
Intl. J. of Sustainability in Higher Education     Hybrid Journal   (Followers: 12, SJR: 0.616, h-index: 29)
Intl. J. of Tourism Cities     Hybrid Journal   (Followers: 2)
Intl. J. of Web Information Systems     Hybrid Journal   (Followers: 6, SJR: 0.208, h-index: 13)
Intl. J. of Wine Business Research     Hybrid Journal   (Followers: 6, SJR: 0.196, h-index: 12)
Intl. J. of Workplace Health Management     Hybrid Journal   (Followers: 11, SJR: 0.358, h-index: 8)
Intl. Marketing Review     Hybrid Journal   (Followers: 16, SJR: 1.076, h-index: 57)
J. for Multicultural Education     Hybrid Journal   (Followers: 3, SJR: 0.124, h-index: 11)
J. of Accounting & Organizational Change     Hybrid Journal   (Followers: 5, SJR: 0.346, h-index: 7)
J. of Accounting in Emerging Economies     Hybrid Journal   (Followers: 7)
J. of Adult Protection, The     Hybrid Journal   (Followers: 15, SJR: 0.291, h-index: 7)
J. of Advances in Management Research     Hybrid Journal   (Followers: 3)
J. of Aggression, Conflict and Peace Research     Hybrid Journal   (Followers: 49, SJR: 0.177, h-index: 9)
J. of Agribusiness in Developing and Emerging Economies     Hybrid Journal   (Followers: 1)
J. of Applied Accounting Research     Hybrid Journal   (Followers: 16, SJR: 0.22, h-index: 5)
J. of Applied Research in Higher Education     Hybrid Journal   (Followers: 51)
J. of Asia Business Studies     Hybrid Journal   (Followers: 3, SJR: 0.115, h-index: 1)
J. of Assistive Technologies     Hybrid Journal   (Followers: 19, SJR: 0.215, h-index: 6)
J. of Business & Industrial Marketing     Hybrid Journal   (Followers: 8, SJR: 0.664, h-index: 48)
J. of Business Strategy     Hybrid Journal   (Followers: 12, SJR: 0.381, h-index: 17)
J. of Centrum Cathedra     Open Access  
J. of Children's Services     Hybrid Journal   (Followers: 5, SJR: 0.167, h-index: 9)
J. of Chinese Economic and Foreign Trade Studies     Hybrid Journal   (Followers: 1, SJR: 0.188, h-index: 4)
J. of Chinese Entrepreneurship     Hybrid Journal   (Followers: 3)
J. of Chinese Human Resource Management     Hybrid Journal   (Followers: 7, SJR: 0.112, h-index: 3)
J. of Communication Management     Hybrid Journal   (Followers: 7, SJR: 0.735, h-index: 6)
J. of Consumer Marketing     Hybrid Journal   (Followers: 18, SJR: 0.613, h-index: 62)
J. of Corporate Real Estate     Hybrid Journal   (Followers: 3, SJR: 0.633, h-index: 5)
J. of Criminal Psychology     Hybrid Journal   (Followers: 118, SJR: 0.13, h-index: 1)
J. of Criminological Research, Policy and Practice     Hybrid Journal   (Followers: 54)
J. of Cultural Heritage Management and Sustainable Development     Hybrid Journal   (Followers: 11, SJR: 0.109, h-index: 5)
J. of Documentation     Hybrid Journal   (Followers: 186, SJR: 0.936, h-index: 50)
J. of Economic and Administrative Sciences     Hybrid Journal   (Followers: 3)
J. of Economic Studies     Hybrid Journal   (Followers: 10, SJR: 0.498, h-index: 26)
J. of Educational Administration     Hybrid Journal   (Followers: 6, SJR: 0.848, h-index: 36)
J. of Engineering, Design and Technology     Hybrid Journal   (Followers: 17, SJR: 0.173, h-index: 10)
J. of Enterprise Information Management     Hybrid Journal   (Followers: 5, SJR: 0.433, h-index: 38)
J. of Enterprising Communities People and Places in the Global Economy     Hybrid Journal   (Followers: 1, SJR: 0.212, h-index: 8)
J. of Entrepreneurship and Public Policy     Hybrid Journal   (Followers: 9)
J. of European Industrial Training     Hybrid Journal   (Followers: 2)
J. of European Real Estate Research     Hybrid Journal   (Followers: 3, SJR: 0.52, h-index: 7)
J. of Facilities Management     Hybrid Journal   (Followers: 3)
J. of Family Business Management     Hybrid Journal   (Followers: 6)
J. of Fashion Marketing and Management     Hybrid Journal   (Followers: 13, SJR: 0.529, h-index: 30)
J. of Financial Crime     Hybrid Journal   (Followers: 343, SJR: 0.158, h-index: 5)
J. of Financial Economic Policy     Hybrid Journal  
J. of Financial Management of Property and Construction     Hybrid Journal   (Followers: 8, SJR: 0.234, h-index: 1)
J. of Financial Regulation and Compliance     Hybrid Journal   (Followers: 9)
J. of Financial Reporting and Accounting     Hybrid Journal   (Followers: 12)
J. of Forensic Practice     Hybrid Journal   (Followers: 49, SJR: 0.225, h-index: 8)
J. of Global Mobility     Hybrid Journal   (Followers: 1)
J. of Global Responsibility     Hybrid Journal   (Followers: 4)
J. of Health Organisation and Management     Hybrid Journal   (Followers: 23, SJR: 0.67, h-index: 27)
J. of Historical Research in Marketing     Hybrid Journal   (Followers: 3, SJR: 0.376, h-index: 8)
J. of Hospitality and Tourism Technology     Hybrid Journal   (Followers: 4, SJR: 0.672, h-index: 10)
J. of Human Resource Costing & Accounting     Hybrid Journal   (Followers: 5)
J. of Humanitarian Logistics and Supply Chain Management     Hybrid Journal   (Followers: 13)

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Journal Cover International Journal of Emergency Services
  [SJR: 0.179]   [H-I: 1]   [5 followers]  Follow
    
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 2047-0894
   Published by Emerald Homepage  [335 journals]
  • Introduction
    • Pages: 150 - 152
      Abstract: International Journal of Emergency Services, Volume 6, Issue 3, Page 150-152, November 2017.

      Citation: International Journal of Emergency Services
      PubDate: 2017-11-13T01:26:23Z
      DOI: 10.1108/IJES-09-2017-0049
       
  • Shifting the blame: towards a self-reforming police service in England and
           Wales
    • Pages: 153 - 165
      Abstract: International Journal of Emergency Services, Volume 6, Issue 3, Page 153-165, November 2017.
      Purpose The police service has been encouraged to become a “self-reforming sector”, yet there is an acknowledgement of a “blame culture” within the policing. The purpose of this paper is to explore the barriers to “self-reform”, as identified by chief officers, and propose a series of strategies to help inform the future of police leadership. Design/methodology/approach The research is primarily underpinned by a series of semi-structured interviews with chief constables and a series of four workshops. Findings The paper argues that contemporary police cultures, and approaches to failure, are not conducive to the realisation of a “self-reforming” sector. It is proposed that strategic future leaders should consider establishing a common process for organisational learning whilst simultaneously encouraging cultural change that de-stigmatises failure and supports the development of adaptive and networked learning organisations. Research limitations/implications The research is limited by exclusively drawing on the perspective of chief officers and does not engage a representative cross section of the police service. The absence of detailed analysis of Her Majesty’s Inspectorate of Constabulary findings to complement the review of IPCC recommendations is a limitation that weakens subsequent conclusions. Finally, this research would benefit considerations of potential structural and organisational changes that would support the realisation of a “self-reforming sector”. Practical implications This research supports work by the National Police Chiefs’ Council to deliver police reform. Originality/value The paper is informed by new and original qualitative research explicitly focused on the perspective of senior police leaders.
      Citation: International Journal of Emergency Services
      PubDate: 2017-11-13T01:26:17Z
      DOI: 10.1108/IJES-06-2017-0035
       
  • Cultural change and lodestones in the British police
    • Pages: 166 - 176
      Abstract: International Journal of Emergency Services, Volume 6, Issue 3, Page 166-176, November 2017.
      Purpose The purpose of this paper is to consider a challenge to an occupational jurisdiction in the British police. Historically, street cops have defended the importance of operational credibility as a way of sustaining the value of experience, and inhibiting attempts to introduce external leaders. This has generated a particular form of policing and leadership that is deemed by the British Government as inadequate to face the problems of the next decade. Design/methodology/approach The project used the High Potential Development Scheme of the British police to assess the value of operational credibility and the possibilities of radical cultural change. Data are drawn from participants on the program, from those who failed to get onto the program, and from officers who have risen through the ranks without access to a fast-track scheme. Findings Most organizational changes fail in their own terms, often because of cultural resistance. However, if we change our metaphors of culture from natural to human constructions it may be possible to focus on the key point of the culture: the lodestone that glues it together. Operational credibility may be such a cultural lodestone and undermining it offers the opportunity for rapid and radical change. Research limitations/implications The scheme itself has had limited numbers and the research was limited to a small proportion of the different categories outlined above. Practical implications If we change our metaphors for culture and cultural change – from natural to constructed metaphors – (icebergs and webs to buildings), it may be possible to consider a much more radical approach to organizational change. Originality/value Most assessments of cultural change focus on those charged with enacting the change and explain failure through recourse to natural metaphors of change. This paper challenges the convention that cultural change can only ever be achieved, if at all, through years of effort.
      Citation: International Journal of Emergency Services
      PubDate: 2017-11-13T01:26:35Z
      DOI: 10.1108/IJES-03-2017-0013
       
  • Valuing different shades of blue
    • Pages: 177 - 187
      Abstract: International Journal of Emergency Services, Volume 6, Issue 3, Page 177-187, November 2017.
      Purpose The purpose of this paper is to examine Australian efforts to promote gender equality in policing, suggesting that future police leaders will be confronted with the challenge of ensuring that their organisations are not only demographically diverse, but more importantly, that they are inclusive. Design/methodology/approach The paper utilises current Australian efforts to promote gender equality (case study), as a means of examining the way in which the conceptual distinction between diversity and inclusion plays out in practice. Findings The paper finds that current efforts to promote gender equality are being used as a proxy for diversity more broadly and are overly focussed upon demographic diversity. Less attention is being paid to the development of inclusive work environments, which will present a challenge to future leaders who are required to manage more heterogenous workforces. Research limitations/implications Research into the efficacy of existing strategies, which will further theoretical debate, is proposed, with a call for research by those from a wider range of disciplines, in addition to psychology and management studies, being made. Practical implications It is recommended that policing organisations utilise language focussed upon inclusion rather than diversity and foster cultures of learning, beginning at the academy. Originality/value The paper contributes to the global debate on workforce diversity by drawing on a Southern Hemisphere perspective on contemporary efforts in policing. This complements extant studies on diversity which emanate primarily from the UK and USA, and provides an important reflection for police organisations across the world as they proceed with good intentions around creating much needed cultures of difference in thinking and operating.
      Citation: International Journal of Emergency Services
      PubDate: 2017-11-13T01:26:31Z
      DOI: 10.1108/IJES-04-2017-0021
       
  • Intention is not method, belief is not evidence, rank is not proof
    • Pages: 188 - 199
      Abstract: International Journal of Emergency Services, Volume 6, Issue 3, Page 188-199, November 2017.
      Purpose The purpose of this paper is to argue that police research has reached a level of acceptance such that executive management has an ethical obligation to their communities to use evidence-based practices. Design/methodology/approach Using an Evidence-Based Medicine (EBM) framework the authors apply an ethical-based decision-making model to policing decisions. EBM does not allow physicians to ignore research when giving guidance to patients. The authors compare the two professional approaches to decision making and argue policing has reached a level of research that if ignored, just like medicine, should be considered unethical. Police interventions can potentially be harmful. Rather than do no harm, the authors argue that police managers should implement practices that are the least harmful based on the current research. Findings The authors found policing has a substantial amount of research showing what works, what does not, and what looks promising to allow police executives to make decisions based on evidence rather than tradition, culture, or best practice. There is a deep enough fund of knowledge to enable law enforcement leadership to evaluate policies on how well the policies and procedures they enforce prevent crime with a minimum of harm to the communities they are sworn to protect and serve. Originality/value Policing has yet to view community interventions as potentially harmful. Realigning police ethics from a lying, cheating, stealing, lens to a “doing the least harm” lens can alter the practitioner’s view of why evidence-based policing is important. Viewing executive decision from an evidence-based ethical platform is the future of evaluating police executive decisions.
      Citation: International Journal of Emergency Services
      PubDate: 2017-11-13T01:26:22Z
      DOI: 10.1108/IJES-04-2017-0018
       
  • Purposeful leadership for the future police service
    • Pages: 200 - 208
      Abstract: International Journal of Emergency Services, Volume 6, Issue 3, Page 200-208, November 2017.
      Purpose The purpose of this paper is to examine the prevalence of purposeful and ethical leadership in a UK county police force – referred to by the pseudonym PoliceOrg. The paper also evaluates the extent to which officers feel their values fit with those of the organisation, and the outcomes achieved by purposeful and ethical leaders. Design/methodology/approach A questionnaire survey, interviews and focus groups were conducted at PoliceOrg. The findings are compared with those from a public sector case study and with a representative sample of the UK working population. Findings Purposeful leaders at PoliceOrg have a positive impact on important outcomes for their direct reports and provide a sense of direction and guidance to those who do not feel a strong fit between their values and those of their organisation. Research limitations/implications The study focuses on a new construct (purposeful leadership) that has not previously been explored in the academic literature. Consequently, the findings cannot be directly compared with those of other studies. The survey focused on the views of police sergeants and constables, and only one police force participated as a case study; hence, the generalisability of the findings is limited. Practical implications Police organisations should nurture and sustain workplace environments where leaders can translate their personal moral code and ethical values into their role behaviours to address the policing challenges of the future. Originality/value This study elucidates the concept of purposeful leadership in the context of a police force.
      Citation: International Journal of Emergency Services
      PubDate: 2017-11-13T01:26:36Z
      DOI: 10.1108/IJES-05-2017-0032
       
  • Serving from the top: police leadership for the twenty-first century
    • Pages: 209 - 219
      Abstract: International Journal of Emergency Services, Volume 6, Issue 3, Page 209-219, November 2017.
      Purpose The police service in England and Wales faces unprecedented challenges as it moves further into the twenty-first century. Globalisation, increases and changes in types of crime, including cybercrime alongside perennial terrorist threats, coupled with budgetary constraints, mean that the way the police service has traditionally operated needs to change. In part, the police service sees the drive for professionalisation as assisting in providing an efficient and effective answer to the challenges ahead. Previous approaches to leadership styles, based upon hierarchy and rank, may not be the best approach for leaders in such a dynamic and professional organisation. The purpose of this paper is to argue for a debate and a rethink regarding the leadership styles employed by the police in their current role in the context of the influx of new graduate officers. Design/methodology/approach This paper presents a discursive argument based upon servant leadership (SL) models that aspire to address the multi-faceted challenges faced by the police service. Findings Leaders in the police service may well consider SL for its ability to release the potential and manage the aspirations of graduate officers. SL is also recognised for its potential in helping the police to better engage with important societal changes that will impact on its organisation and its structure in the future. Social implications Previous approaches to leadership styles, based upon hierarchy and rank, may not be the best approach for leaders in such a dynamic and professional organisation. This is discussed in relation to a suggested style of leadership. Originality/value This paper considers the problems faced in leading a professionalised police service and the suitability of a novel approach to leadership, that of the “Servant Leader”.
      Citation: International Journal of Emergency Services
      PubDate: 2017-11-13T01:26:25Z
      DOI: 10.1108/IJES-04-2017-0023
       
  • Zimbabwe Republic Police Women Network: leadership and adaptability
    • Pages: 220 - 230
      Abstract: International Journal of Emergency Services, Volume 6, Issue 3, Page 220-230, November 2017.
      Purpose The purpose of this paper is to draw lessons from the important contributions of appreciative inquiry leadership in shaping the future people aspects to police leadership. A practice model of the Zimbabwe Republic Police Women Network (ZRP WN) illuminates how the future of policing in a context of mutually reinforcing confluence of increasing rate of crime, state decay, and economic decline is contingent upon shifting from the current preoccupation of “what works” to “what is important.” Design/methodology/approach Guided by the organising principles of the 4-D cycle involving discovery, dream, design and destiny/delivery, the appreciative inquiry leadership model illuminates a sustainable future-oriented policing. Findings The case study of ZRP WN reveals the resilience and adaptability of female police officers to policing challenges as they constantly designed people-oriented policing operations and activities. Practical implications Of importance is the exponential influence of communis and phronesis in rethinking and redesigning police roles in decades to come. Originality/value The ZRP WN, through its shared vision of values, gives us a leaf on how to respond to the ever-changing values of justice and police leadership altering contexts.
      Citation: International Journal of Emergency Services
      PubDate: 2017-11-13T01:26:39Z
      DOI: 10.1108/IJES-08-2017-0043
       
  • Horses aren’t always for courses-variety, culture and language: a
           think piece
    • Pages: 231 - 237
      Abstract: International Journal of Emergency Services, Volume 6, Issue 3, Page 231-237, November 2017.
      Purpose The purpose of this paper is to stimulate thinking about the future of leadership development in the emergency services, drawing on effective practice from a variety of different sectors in the UK. Design/methodology/approach The paper provides a leadership think piece from an experienced practitioner in the field. It emphasises the benefits of a suite of development practices as opposed to a predominantly course-based approaches. It also stresses the importance of organisational culture and the use of contemporary leadership language and dialogue. Findings The paper highlights practice in police, education and health illustrating the way in which a variety of approaches to leadership development can be used. The approaches show a move towards variety in development methodologies with a strong emphasis on the job and practical development rather than a traditional course-based model. It links the evidence of short-term retention of learning through course attendance vs the benefits of learning reinforced with applied learning as well as peer support and reflection. The paper also provides a number of questions to assist the reader in considering their own organisation’s maturity in the development of leaders. Research limitations/implications The paper provides a series of views, issues and challenges for consideration based on the author’s experience and insight as well as evidence of leadership development across different sectors. Practical implications The paper should stimulate those who lead and influence leadership development to consider their own organisation’s practice and effectiveness. This includes looking at whether their planning is short-term or strategic, future-oriented, and whether it considers the nature of the future workforce as well as the future competition to attract, retain and develop highly capable leaders. Social implications The paper highlights evidence that great leadership and leadership development does not happen by chance and that variety within a suite of evidenced practices can lead to significant positive impact. Originality/value This paper provides a resource and opportunity for reflection for organisations and individuals.
      Citation: International Journal of Emergency Services
      PubDate: 2017-11-13T01:26:40Z
      DOI: 10.1108/IJES-08-2017-0042
       
  • Resilient leadership
    • Pages: 238 - 246
      Abstract: International Journal of Emergency Services, Volume 6, Issue 3, Page 238-246, November 2017.
      Purpose The purpose of this paper is to discuss the challenges faced in leading a UK police force through a period of complex and competing political, financial, cultural, structural and operational constraints. It explores the personal skills, qualities and capabilities leaders need to respond to such challenges, both now and in the future and argues that the greatest test for police leaders in the next decade will be personal and organisational resilience. Design/methodology/approach It is a personal account of the resilience required in a challenging and senior police leadership role and is underpinned with relevant literature in the field of resilient leadership. Findings It identifies that whilst resources are diminishing, demand is increasing, public expectation continues to grow and police leaders are now openly criticised in a way that they would never have encountered in the past, understanding this in itself is not enough. What is needed is a tailored plan for both individual police leaders and organisations if they are going to survive. It argues that failure to do so will result in increasingly diminishing health and well-being and a drain of talent at all levels of the police service. Originality/value The paper provides a unique insight into leadership in a complex period in Policing in the UK.
      Citation: International Journal of Emergency Services
      PubDate: 2017-11-13T01:26:24Z
      DOI: 10.1108/IJES-07-2017-0040
       
  • Closing editorial
    • Pages: 247 - 250
      Abstract: International Journal of Emergency Services, Volume 6, Issue 3, Page 247-250, November 2017.

      Citation: International Journal of Emergency Services
      PubDate: 2017-11-13T01:26:40Z
      DOI: 10.1108/IJES-09-2017-0050
       
 
 
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