An investigation into the prevalence and effects of transcultural relativism in police back office collaborative ventures

• Main Author: Flude, David
• Published: Anglia Ruskin University 2017
• Subjects: 363.2
• Online Access: https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.715200

This study explores the prevalence and effects of Transcultural Relativism within back office collaborative ventures, within the police service. The study seeks to investigate how cultures, within newly formed collaborative ventures can influence the performance of collaborative working within “back office functions” undertaken within section twenty three agreements, Police and Crime Act (s23) and how these factors can be identified and effectively managed. Theory such as Lewin (1947) and Deal and Kennedy (2000) argue for an imperative to adjust / modify culture within collaborative working and I have further identified a gap in the wider literature when cultural change, brought about by strategic change is undertaken within the section twenty three agreements. This gap in the knowledge will be explored and minimised through undertaking three research studies within two Police Forces. The studies will draw upon existing theoretical concepts regarding the influences of organisational culture such as Lewin (1947), Hofstede et al (2005) and Schein (2010). My conceptual framework reveals new and emerging theory regarding the management of organisations cultures within (s23) and the researcher will apply these models in conjunction with the established theory. The inductive approach is supported through mixed methods of data harvesting and applying an interpretivist and constructivist epistemological and ontological perspective respectively. The researcher was himself based as a senior manager within the police service for the majority of the duration of the study and through this unique position, developed an ethnographical paradigm of enquiry, by applying a multiple lens of observation as participant, ethnographic interviews and research survey. Data obtained from these enquiry methods was transcribed, coded and thematised before in-depth analysis undertaken based upon priori and emerging themes. The researcher, due to the rich nature of the qualitative data, undertook coding and thematising of the data, systematically, in order to contextualise the paradigm from both a hermeneutic and constructivist approach identifying meaning and understanding from beyond the constructed reality. My research findings largely concur that within this research environment organisational culture follows strategy formation from a dual perspective, management defined and user self-selection. Collaborative mechanisms influence the pace and strength of emerging cultures with associated performance biases. This study develops new frontiers of theory and emerging practice, extending current theoretical and praxis application, informing professional practice within the police service, whilst acknowledging that the research will have transferability and practical applications into other public sector related disciplines.