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Conflict Management Strategies of Police Managers - A case study -  

Jung, Jeyong (경찰인재개발원 공공안전교육센터)
Shin, So-Young (경기대학교 경호보안학과)
Publication Information
Korean Security Journal / v., no.58, 2019 , pp. 137-154 More about this Journal
Abstract
Conflict management within a police organization is one of the most significant areas from the organization management point of view. This study aims to explore procedural entrepreneurship of police mangers when they face difficulties in their workplaces. Adopting a case study strategy, this study examines real cases from three police agencies from Japan, the US, and South Korea. Interviewing police officers from theses different countries, six main themes are identified: (1) the pervasiveness of hierarchical authority, (2) procedural conflict, (3) organizational cultures, (4) the origin of their values and assumptions, (5) characteristics of the strategy, and (6) organizational learning. Research findings pointed out that there were more similarities than differences among the three cases, such as the pervasiveness of hierarchical authority, the significance of informal networks, and characteristics of informal networks. The main finding was that police managers used informal networks in order to overcome the procedural conflicts regardless of their nationality. All the participants relied on informal communications to raise the adaptability and survivability of their organizations. It was found that the Asian culture and American culture respectively permeated the three police agencies, supporting the role of informal networks in the formal organizations. This presents a paradox which well reflects the reality of organizations: informality within formality.
Keywords
Conflict Management; Procedural Entrepreneurship; Case Study Strategy; Informal Network; Culture;
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