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Assembling a group of researchers having different theoretical backgrounds, academic fields and cultural origins or nationalities is a complex matrix. This paper discusses the conditions and strategies that can make complex research groups work together in a productive way. The authors refer to the distinction between explaining and understanding as a useful illustration of the kinds of differences found within similar groups. Different basic purposes of international research projects are also taken into account. The authors also argue that developing a research instrument that produces data useful to the different theoretical frameworks might be a better procedure than coming to terms with complex issues such as whether paradigms are compatible or not. Finally, the authors discuss the kind of learning which can be extracted from the experience of working in an international research team.

Die Autoren schildern die besondere Bedeutung von informellen Prozessen und Etikettierungen für den Erfolg von Reformprozessen. Vor diesem Hintergrund setzen sie sich mit der Frage auseinander: "Was lernen Mitarbeiter während eines Veränderungsprojektes über ihre Organisation?" Sie schlagen ein Modell von Veränderungsprozessen vor, dessen Stufen analysiert werden: Routinen werden gestört, Selbstverständliches wird in Frage gestellt, Organisationskultur und -struktur geraten in Konflikt miteinander, gegebenenfalls tritt ein Legitimationsverlust ein bzw. es kann sogar die Identität der Organisation bedroht sein. Abschließend betonen sie die Notwendigkeit einer flexibleren Planung von Reformprozessen, wobei das Bestreben, alles umfassend durch "Masterpläne" zu regeln, kritisiert wird. Die Autoren heben die Bedeutung der organisatorischen Identität des Kollektivs und der professionellen Identität des einzelnen Beamten hervor. Sie plädieren für die Berücksichtigung der Tatsache, dass negative Folgen nicht über den Marktmechanismus geregelt werden können, da der Bürger den Folgen ausgesetzt ist, ohne den Anbieter wechseln zu können. (ICG2).

Die Autoren schildern die besondere Bedeutung von informellen Prozessen und Etikettierungen für den Erfolg von Reformprozessen. Vor diesem Hintergrund setzen sie sich mit der Frage auseinander: "Was lernen Mitarbeiter während eines Veränderungsprojektes über ihre Organisation?" Sie schlagen ein Modell von Veränderungsprozessen vor, dessen Stufen analysiert werden: Routinen werden gestört, Selbstverständliches wird in Frage gestellt, Organisationskultur und -struktur geraten in Konflikt miteinander, gegebenenfalls tritt ein Legitimationsverlust ein bzw. es kann sogar die Identität der Organisation bedroht sein. Abschließend betonen sie die Notwendigkeit einer flexibleren Planung von Reformprozessen, wobei das Bestreben, alles umfassend durch "Masterpläne" zu regeln, kritisiert wird. Die Autoren heben die Bedeutung der organisatorischen Identität des Kollektivs und der professionellen Identität des einzelnen Beamten hervor. Sie plädieren für die Berücksichtigung der Tatsache, dass negative Folgen nicht über den Marktmechanismus geregelt werden können, da der Bürger den Folgen ausgesetzt ist, ohne den Anbieter wechseln zu können. (ICG2)

Im Januar 2013 wurde in den Niederlanden die Nationale Polizei eingeführt. Die damit verbundene Reorganisation der Polizei bedeutete die Reduktion von 26 lokalen Einheiten auf eine nationale Einheit – eine tiefgreifende und komplexe Veränderung, die verbunden war mit großen Erwartungen hinsichtlich erhöhter Effizienz, höherer Bürgernähe und besserer Kooperation sowohl intern als auch mit externen Partnern. Die Veränderung war politisch nicht unumstritten, weshalb eine Evaluation der Polizeireform nach drei und nach fünf Jahren vorgesehen wurde. Diese Evaluation sollte unabhängig (d. h. von außerhalb der Polizei) und nach wissenschaftlichen Gesichtspunkten erfolgen. Der erste Schritt, um diese Evaluation zu ermöglichen, war die Erstellung eines Evaluationsplans, der als »Blaupause« dienen sollte, um Veränderungen in der Effektivität und Effizienz und der Mitarbeiter- und Bürgerzufriedenheit sowohl aus einer polizeiinternen als auch polizeiexternen Sicht im Sinne einer Multi-Stakeholder-Perspektive zu erfassen.

Foreword -- Introduction -- Part one: Setting the scene -- Chapter 1- Towards sustainable solutions in international security management – an introduction -- Introduction to Section 1. Conceptual perspectives on the international safety and security landscape -- Chapter 2- Security and safety: An integrative perspective -- Chapter 3- Positive safety -- Chapter 4- Managing for Security -- Chapter 5- Trends on Security, Safety and Criminal Justice in the Netherlands -- Introduction to Section 2: How do we talk about security? Security narratives -- Chapter 6- What do people talk about when they talk about experiencing safety -- Chapter 7- When words make fences: a look into how words and media narratives contribute to the creation of a fortress Europe -- Chapter 8- Welcome to the "shit show": Leveraging emotions for theory building -- Chapter 9- Looking at safety and security issues in different cultures -- Chapter 10- Common security culture: myth or reality? Security co-creation from the risk management perspective: An essay based on observation, critical thinking and a strong belief in a better future -- Chapter 11- Artist's reflections: The governance of safety and security as a performance' -- Introduction to Section 3: Grand security challenges -- Chapter 12- International security challenges of climate change: Lessons from the Syrian case for a multi-stakeholder approach to resilient adaptation -- Chapter 13- Target and Trigger. A reflection on the relation between cultural heritage and peace and security -- Part four: Organisational perspective -- Chapter 14- Emerging strategies to prevent Islamic radicalisation in Europe: Evidence from Italy -- Chapter 15- Illicit trade and private business -- Chapter 16- Finding safety in the smart city: A discourse analysis with strategic implications -- Chapter 17- Performance and participation in the panopticon: Instruments for civic engagement with urban surveillance technologies -- Chapter 18- Security and the new generation workforce -- Introduction to Section 4a: How do we organise security? Stakeholder perspectives -- Chapter 19- Business and corporate security: Contributing to a safer world' -- Chapter 20- Private security production -- Chapter 21- International security management in the Croatian police: Presenting a multi-faceted approach -- Chapter 22- Foresight-based Leadership. Decision making in a growing AI environment -- Chapter 23- Perceived opportunities and challenges of artificial intelligence within the police – a public management perspective' -- Chapter 24- A practice-based approach to security management: Materials, meaning and competence for trainers of healthcare cybersecurity -- Chapter 25- Local security governance in vulnerable residential areas' -- Chapter 26- Informational requirements to support positive safety lens policymaking -- Introduction to Section 4b: How do we organise security? Collaborations and networks -- Chapter 27- Collaborating across workplace boundaries: Recommendations based on identity research -- Chapter 28- Collaboration, unexpected events and governance in complex temporary organisations -- Chapter 29- The CBRN threat: Perspective of an inter-agency response -- Chapter 30- The practical realities of security management in a changing world -- Chapter 31- Countering criminal facilitation through public-private cooperation in the Netherlands -- Chapter 32- Cooperation and networking – a key to successful policing -- Introduction to Section 5: Implications for education and learning -- Chapter 33- Making waves through education: A method for addressing security grand challenges in educational contexts -- Chapter 34- A stroke of genius: Rembrandt's "The Anatomy Lesson" as an inspiration for organising research for, about and in the world of policing -- Chapter 35- Blended co-design of education: The case of an executive master's in security management -- Chapter 36- European Joint Master's in Strategic Border Management: educational hub for international cooperation and networking in EU border management -- Chapter 37- The establishment of the international police relations section at the German police university – an investment in the present and the future.

Grand societal challenges such as forced displacement are extreme and complex issues that are challenging to individuals and might seem insurmountable. How do local actors make sense of, position themselves in and act on such challenges? We conducted a case study of the collective sensemaking narratives of 71 actors involved in the refugee crisis on Lesbos, Greece. We elaborate how actors make sense of their role in the local response to this grand challenge and explain why some ultimately chose to cooperate to address the plight of refugees while others distributed tasks or avoided responding altogether. We identify three collective sensemaking narratives that actors use to validate such action strategies aimed at alleviation, personal recovery or structural change; and as characterized by different forms of interaction and emergent collective sensemaking. We contribute with our article to the study of responses to grand challenges by showing how a collective sensemaking framework can be used to understand local responses. We also contribute to extant theorizing on collective sensemaking by showing how actors make sense of grand challenges through interactions with other actors and how their narratives inform individual and collective action.

AbstractTensions between police organizations and (community) stakeholders have taken center stage in recent years, with an escalation in protests and divisive rhetoric observed in many countries. Using attribution theory, this study examines how police officers interpret negative stakeholder feedback and how these interpretations shape their behavioral responses. Qualitative analysis based on 148 interviews with European police officers shows that officers make six different attributions about the causes of stakeholder critique, and that these have direct implications for their behavioral responses. In particular, these different attribution patterns are found to play a critical and hitherto unrecognized role in shaping police‐stakeholder relations and organizational learning among police forces.

The globalisation of crime means there is an increasingly vital need for effective sharing of knowledge by police organisations across international borders. However, identifying the complexities and challenges of this aspect of international collaboration has been relatively neglected in previous research. The research reported in this paper therefore set out to identify the major barriers and facilitators of international knowledge sharing. Research teams in ten European countries produced ten case studies of knowledge sharing across borders, either involving direct cooperation between police forces in different countries or through international agencies such as CEPOL or INTERPOL. The integrative findings showed that the major influences on knowledge sharing could be theoretically categorised in terms of organisational factors (e.g., technological and staff capabilities), inter-organisational factors (e.g., quality of relationships, shared visions and systems), inter-country factors (e.g., bilateral conventions, legislation) and knowledge characteristics (e.g., clarity, legal sensitivity). Practical implications include standardising technology systems across countries, improving inter-organisational trust through exchanges and physical co-working, developing police members' knowledge and skills with regards to collaborative working and creating joint agreements and visions. Research implications highlighted the need to test the findings in non-European contexts and to comparatively focus on specific types of collaboration.