| |
|
|
|
|
|
|
|
|
1. |
Record Nr. |
UNINA9910142061803321 |
|
|
Titolo |
14143.1 - 2000 IEEE Standard Adoption of ISO/IEC 14143-1 - 1998 Information Technology - Software Measurement - Functional Size Measurement: Pt. 1: Definition of Concepts |
|
|
|
|
|
|
|
Pubbl/distr/stampa |
|
|
New York : , : IEEE, , 2000 |
|
|
|
|
|
|
|
ISBN |
|
|
|
|
|
|
Descrizione fisica |
|
1 online resource (1 volume (various pagings)) |
|
|
|
|
|
|
Collana |
|
IEEE Std ; ; Volume 14143 |
|
|
|
|
|
|
Disciplina |
|
|
|
|
|
|
Soggetti |
|
Information technology - Standards |
Software measurement - Standards |
|
|
|
|
|
|
|
|
Lingua di pubblicazione |
|
|
|
|
|
|
Formato |
Materiale a stampa |
|
|
|
|
|
Livello bibliografico |
Monografia |
|
|
|
|
|
Note generali |
|
Bibliographic Level Mode of Issuance: Monograph |
|
|
|
|
|
|
Nota di contenuto |
|
Keywords -- Metrics -- Versions -- Footnotes. |
|
|
|
|
|
|
Sommario/riassunto |
|
Implementation notes that relate to the IEEE interpretation of the ISO/IEC 14143-1:1998 standard are described. |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2. |
Record Nr. |
UNINA9910794688903321 |
|
|
Autore |
Smith Robert |
|
|
Titolo |
Entrepreneurship in policing and criminal contexts / / authored by Robert Smith |
|
|
|
|
|
|
|
Pubbl/distr/stampa |
|
|
United Kingdom : , : Emerald Publishing, , 2021 |
|
|
|
|
|
|
|
ISBN |
|
|
|
|
|
|
Edizione |
[First edition.] |
|
|
|
|
|
Descrizione fisica |
|
1 online resource (xxx, 220 pages) : illustrations |
|
|
|
|
|
|
Collana |
|
Contemporary issues in entrepreneurship research ; ; Volume 12 |
|
|
|
|
|
|
Disciplina |
|
|
|
|
|
|
Soggetti |
|
Entrepreneurship - Social aspects |
Police administration |
|
|
|
|
|
|
|
|
Lingua di pubblicazione |
|
|
|
|
|
|
Formato |
Materiale a stampa |
|
|
|
|
|
Livello bibliografico |
Monografia |
|
|
|
|
|
Nota di bibliografia |
|
Includes bibliographical references and index. |
|
|
|
|
|
|
Nota di contenuto |
|
Intro -- Half Title Page -- Series Editor Page -- Title Page -- Copyright Page -- Contents -- List of Figures -- List of Tables -- List of Case Studies -- Micro Case Studies -- Macro Case Studies -- About the Author -- Foreword -- Acknowledgements -- Introduction -- 1. An Autoethnographic Account of the Genesis of this Study -- 2. Articulating the Scope of this Monograph -- 3. An Overview of the Monograph -- Chapter 1: Entrepreneurialism in Policing and Criminal Contexts -- 1.1. Introducing the Concept and Scope of Entrepreneurial Policing -- 1.1.1. What is Entrepreneurship? -- 1.1.2. Why is Entrepreneurship of Critical Interest to Policing? -- 1.1.3. Initiating 'Corporate and Team Entrepreneurship' -- 1.1.4. Unleashing Intrapreneurship in Organisations -- 1.1.5. Fostering 'Social Entrepreneurship' and 'Animateurship' -- 1.1.6. Engaging with Civic Entrepreneurship -- 1.1.7. Understanding Public Service Entrepreneurship -- 1.1.8. The Evolution of Entrepreneurial Policing in the Literature -- 1.2. Examining the Foundations of Entrepreneurial Policing -- 1.2.1. New Public Management -- 1.2.2. NE and the Police Service -- 1.2.3. The Expanding Literature on Criminal Entrepreneurship -- 1.2.4. The Inspirational Literature on Entrepreneurial Leadership -- 1.3. Understanding the Entrepreneurship-Policing Nexus -- 1.3.1. The Entrepreneurship-Dyslexia Nexus -- 1.3.2. The Crime-Dyslexia Nexus -- 1.3.3. The Policing-Dyslexia Nexus -- 1.3.4. Prison and Probation Service |
|
|
|
|
|
|
|
|
|
Entrepreneurship -- 1.3.5. Entrepreneurial and Gangster Dreams, Cultures, and Ethics -- 1.4. Identifying the Stakeholders in Entrepreneurial Policing -- 1.5 Conceptualising Entrepreneurship in Policing Contexts -- 1.6 Chapter Takeaway Points -- Chapter 2: Policing Culture and Anti-entrepreneurialism -- 2.1. Cultural and Organisational Barriers to Entrepreneurial Policing. |
2.1.1. The Restrictive Nature of the Police Rank Structure -- 2.1.2. The Inhibiting Nature of Hierarchies -- 2.1.3. Challenging the Military Model of Policing as the Dominant Paradigm -- 2.2. Organisational Culture, Bureaucracy, and Entrepreneurship -- 2.2.1. Policing Culture, Bureaucracy, and Risk-Aversion -- 2.2.2. Police Culture and Change -- 2.2.3. Understanding Organisational Traits Associated with Policing -- 2.2.4. Anti-Entrepreneurialism -- 2.2.5. Anti-Intellectualism -- 2.2.6. The 'Curse' of the 'Maverick Officer' -- 2.3. Other Forms of Entrepreneurship of Interest to Policing -- 2.3.1. Cultivating the Entrepreneurial Organisation -- 2.3.2. The 'Privatisation of Policing' -- 2.3.3. The Civilianisation of Policing -- 2.3.4. The Commercialisation of Policing Services -- 2.4. Appreciating the Link Between Entrepreneurship, Innovation, and Technology -- 2.5 Chapter Takeaway Points -- Chapter 3: Exploring the Entrepreneurship-Leadership Nexus -- 3.1. Policing, Leadership, and Entrepreneurship -- 3.2. Developing an Appreciation of Entrepreneurial Management -- 3.3. Understanding Police Leadership Styles -- 3.4. Reading the Changing Semiotics of Police Leadership -- 3.5. Comparing the 'Commander' Versus 'Executive' Models -- 3.6. Adopting Leadership Styles Appropriate to Times of Change -- 3.6.1. Performing Humble Leadership -- 3.6.2. Implementing Agile Leadership -- 3.7. Chapter Takeaway Points -- Chapter 4: Understanding Crimino-entrepreneurial Ecosystems -- 4.1. The Evolving Literature on Criminal Entrepreneurship -- 4.1.1. White-Collar Criminality and the Crimes of Entrepreneurs -- 4.1.2. Mafia Entrepreneurship -- 4.2. Acknowledging the 'Crimino-entrepreneurial Interface' -- 4.2.1. The Ubiquitous 'Businessman Gangster' -- 4.2.2. Understanding the 'Enterprise Model of Crime' -- 4.3. Understanding the Ecosystem of Organised Crime. |
4.3.1. Routine Activities Theory and the Conjoined Nature of Crime and Enterprise -- 4.3.2. The 'Entrepreneurial Business Community' -- 4.3.3. The Routine Nature of Interactions Between Crime and Business -- 4.4. Policing the Ecosystem of Enterprise Crime -- 4.4.1. The Sociological Profile of Traditional Criminality -- 4.4.2. The Perpetual Cycle of Crime -- 4.5. Appreciating Criminal Spaces and Places -- 4.5.1. The Criminal Area -- 4.5.2. Criminal Occupations and Entrepreneurial Roles -- 4.5.3. Criminal Facilitators -- 4.6. Corruption and Infiltration by Serious and Organised Crime -- 4.7. Factoring in the 'Perverse Model' of Policing -- 4.8. Chapter Takeaway Points -- Chapter 5: Models for Implementing Entrepreneurial Policing -- 5.1. Considering Methods of Implementing Entrepreneurial Policing -- 5.2. Assessing Entrepreneurial Propensity and Abilities -- 5.3. Using Academic Research Methodologies as Analytic Tools -- 5.3.1. Police Culture and the Investigative Process -- 5.3.2. Adopting New Investigative Methodologies -- 5.3.3. Unleashing the Qualitative Paradigm -- 5.3.4. Developing New Qualitative Tools -- 5.4. Academic Methods of Implementing New Policing Practices -- 5.4.1. Appreciative inquiry -- 5.4.2. Process mapping -- 5.4.3. Red teaming -- 5.4.4. Agile teams -- 5.5. Chapter Takeaway Points -- Chapter 6: Implementing Entrepreneurial Policing in Complex Scenarios -- 6.1. The Pernicious Scenario of the Albanian Mafia in the UK -- 6.1.1. What the literature tells us -- 6.1.2. How can this knowledge be operationalised by the police? -- 6.1.3. Utilising Dark Knowledge to Disrupt Criminal Entrepreneurs -- 6.2. The Contentious Scenario of the |
|
|
|
|
|
|
|
|
|
American Police Gangs -- 6.2.1. US Police Corruption scandals -- 6.2.2. The Los Angeles Sherriff's Department scandals -- 6.2.3. A profile of US Police Gang behaviours. |
6.2.4. On the need for Entrepreneurial Change in an American Policing Context -- 6.3. Implementing Incremental Intrapreneurial Initiatives -- 6.3.1 The Grampian Police 'Village Constable Scheme' -- 6.3.2 The North Aberdeenshire Shoplifting Initiative, 2006-2007 -- 6.4. Chapter Takeaway Points -- Chapter 7: Developing Momentum in Entrepreneurial Policing -- 7.1. On Entrepreneurship and the Need to Change Police Culture -- 7.2. Overcoming Institutional and Organisational Obstacles -- 7.3 Reversing the Cultures of Risk-aversion and Anti-entrepreneurialism and Interdicting Organised Crime -- 7.3.1. Initiating Freedom of Action, Innovation, and Proactivity -- 7.3.2. Maximising Existing Datasets and Knowledge -- 7.3.3. Changing Leadership and Organisational Process -- 7.3.4. Enhancing Understanding of Serious and Organised Crime -- 7.3.5. Developing a More Nuanced Understanding of SOC/OCG Activities -- 7.3.6. Linking SOC to Community Resilience -- 7.4. Reversing the Culture of Police Anti-intellectualism -- 7.5. Learning to Lead Entrepreneurially -- 7.6. The Influence of Politics and Covid-19 on UK Policing Practice -- 7.7. Towards a More Entrepreneurial Future for Policing -- References -- Websites -- Index. |
|
|
|
|
|
|
Sommario/riassunto |
|
Entrepreneurship in Policing and Criminal Contextsexplores the contemporary and under researched themes of 'entrepreneurial policing' and 'entrepreneurialism in criminal justice contexts' which are emerging topics of both theoretical and practical interest in the current rapidly changing criminal justice environment. |
|
|
|
|
|
|
|
| |