TY - JOUR
T1 - Achieving cultural change through organizational justice
T2 - the case of Stop and Search in Scotland
AU - Aston , Elizabeth
AU - Murray, Kath
AU - O'Neill, Megan
N1 - Funding Information:
The authors would like to thank the two anonymous reviewers for their helpful feedback and suggestions, Dr Matthew Bacon and Professor Nick Fyfe for their insightful comments and Dr Agata Krause for her work in the Fife Pilot evaluation. The author(s) disclosed receipt of the following financial support for the research, authorship, and/or publication of this article: The Fife Pilot Evaluation, conducted by O?Neill, Aston and Krause, was co-funded by the Scottish Institute for Policing Research and Police Scotland.
Publisher Copyright:
© The Author(s) 2019.
Copyright:
Copyright 2021 Elsevier B.V., All rights reserved.
PY - 2021/2/1
Y1 - 2021/2/1
N2 - In recent years, the scale, impact and legality of stop and search in Scotland has been subject to intense critical scrutiny, leading to major legal and policy reform in 2016. Based on these events, including an early unsuccessful attempt by Police Scotland to reform the tactic (the ‘Fife Pilot’), this article presents original theoretical and empirical insights into organizational change in policing. Building on the theoretical perspectives of Chan and Bradford and Quinton on organizational culture and justice respectively, the article sets out a dynamic model of organizational justice in policing. While Scotland has seen significant legislative reform apropos stop and search, we conclude that real change in police practice and culture will require effective leadership and a strong commitment to organizational justice. We also suggest how insights from the analysis might be applied to other jurisdictions and policing fields, with a view to securing more citizen-focused, democratic policing.
AB - In recent years, the scale, impact and legality of stop and search in Scotland has been subject to intense critical scrutiny, leading to major legal and policy reform in 2016. Based on these events, including an early unsuccessful attempt by Police Scotland to reform the tactic (the ‘Fife Pilot’), this article presents original theoretical and empirical insights into organizational change in policing. Building on the theoretical perspectives of Chan and Bradford and Quinton on organizational culture and justice respectively, the article sets out a dynamic model of organizational justice in policing. While Scotland has seen significant legislative reform apropos stop and search, we conclude that real change in police practice and culture will require effective leadership and a strong commitment to organizational justice. We also suggest how insights from the analysis might be applied to other jurisdictions and policing fields, with a view to securing more citizen-focused, democratic policing.
KW - Cultural change
KW - organizational change
KW - organizational justice
KW - police culture
KW - stop and search
UR - http://www.scopus.com/inward/record.url?scp=85063564602&partnerID=8YFLogxK
U2 - 10.1177/1748895819839751
DO - 10.1177/1748895819839751
M3 - Article
VL - 21
SP - 40
EP - 56
JO - Criminology and Criminal Justice
JF - Criminology and Criminal Justice
SN - 1748-8958
IS - 1
ER -
