Search

Purpose – Since 1987, the Bureau of Justice Statistics (BJS) has periodically collected data from police agencies in the USA and disseminated these data as the Law Enforcement Management and Administrative Statistics (LEMAS) series. The purpose of this paper is to outline LEMAS's impact on criminal justice scholarship by describing the nexus between policing scholarship and LEMAS, and by analyzing the LEMAS constructs and variables used by researchers in refereed journal articles. Design/methodology/approach – A systematic review of the literature is undertaken to better comprehend how scholars use LEMAS variables and constructs. In total, 114 peer-reviewed journal articles were analyzed to parcel out variables and constructs derived from LEMAS data. Findings – The paper's analysis reveals that LEMAS is the second-most used BJS data series and the majority of authors use LEMAS to measure elements of organizational structure but not organizational behaviors, outcomes, or outputs. Originality/value – The study is the first to systematically identify all peer-reviewed journal articles that utilize LEMAS data. Police organizational research is unique in the fact that most authors agree on the operationalization of variables and constructs. [ABSTRACT FROM AUTHOR]

Aside from a few groundbreaking studies, there has been little empirical exploration into the structure of American police organizations. Traditional organizational inquiries have suggested that structural characteristics can be differentiated between those that represent complexity or differentiation within the organization and those that represent control mechanisms to coordinate and manage the complexity. This research investigates whether these various structural elements are indicative of two latent constructs by developing and testing measurement models representing structural complexity and control. Organizational scholars have also argued that structural complexity increases the demand for structural control. Maguire investigated this issue in the context of police organizations and found little support for the hypothesis. The paper reexamines this relationship by extending and replicating Maguire's analysis to ascertain if a different specification and sample sustain his conclusion. Utilizing data from the 1997 Law Enforcement Management and Administrative Statistics survey and a survey conducted by Edward Maguire, the paper explores these issues using a sample of 401 large, municipal police organizations in the USA. The results indicate that structural control is unidimensional, while structural complexity is not. This study also provides modest evidence supporting an association between structural complexity and control. [ABSTRACT FROM AUTHOR]

Purpose - This paper aims to explore the effects of formal police organizational structure on child sexual abuse case attrition. Design/methodology/approach - Data from two surveys were merged for this analysis: a 1988 survey of child abuse enforcement in US police departments, and the 1987 Law Enforcement Management and Administrative Statistics (LEMAS) database produced by the Bureau of Justice Statistics. Based on the structure-performance link that is rooted in structural contingency theory, this study examines the effects of both global and specific structural features on two case disposition ratios. Because structure is more easily malleable than other factors that may affect performance, such as environment and context, it is important to know whether certain structural arrangements produce more desirable outcomes than others. Findings - The results indicate that the global structural variables included in this analysis play a small role in child sexual abuse case attrition. None of the variables included in the model influence the rate at which cases are designated as "founded". The size and height of police agencies and the rate at which they designate cases as founded both influence their arrest rates for child sexual abuse cases. Research limitations/implications - The small sample size made it difficult to estimate the models. Future research should test the findings reported here using larger samples. Originality/value - To the author's knowledge this is the first study to compare the effects of global and specific structures on police outputs. [ABSTRACT FROM AUTHOR]

For the past 35 years, Wilson's theory of local political culture has influenced many students of policing and has greatly contributed to the erudition of American police practices. Wilson, based on empirical study, found that variation in the structural arrangements of police organizations could be explained by examining the local political culture of the municipalities in which they are located. Police departments in cities with a professional form of government, for example, focused more on law enforcement activities and had a more bureaucratic structure than agencies residing in cities with a traditional form of government which focused more on order maintenance activities and, correspondingly, had a less bureaucratic structure. The purpose of this paper is to test the utility of Wilson's theory in today's police organizations. Data collected from a sample of large, municipal police departments were included in the analysis. The findings suggest that the relationship between local political culture and police organizational structure that Wilson identified many years ago has indeed attenuated. The sample of large municipal police agencies, finds no relationship between local political culture, as measured by Wilson, and four dimensions of organizational structure: formalization, vertical differentiation, functional differentiation, and centralization. [ABSTRACT FROM AUTHOR]

For 30 years, critics have noted a number of ailments caused by police rank structure. This paper adds to this literature by exploring the command rank structure of American police organizations in four parts. First, police rank structure is defined. Second, the hypothesized problems and benefits of tall rank structures are culled from the prior literature and described. A review of these contentions finds little reason to believe that tall rank structures are either beneficial or detrimental. Third, a systematic review of empirical studies of a range of organizations reveals that the impact of rank structure on three classes of organizational attributes is not wholly clear. This article closes with suggestions for conducting research to better ascertain the impact of hierarchy on police agencies, and how police executives can apply this knowledge. [ABSTRACT FROM AUTHOR]