Cathrine Filstad
Dados Biográficos
| ID | 4164235 |
|---|---|
| NOME | Cathrine Filstad |
| PRENOMES | Cathrine |
| SOBRENOME | Filstad |
| ASSINATURA | FILSTAD C |
| AFILIAÇÕES | Høyskolen Kristiania |
| ORCID | 0000-0002-2666-3852 |
| VERIFICADO | Sim |
| TOTAL DE OBRAS | 10 |
| TOTAL DE CITAÇÕES | 19 |
| TOTAL COMO AUTOR | 10 |
| TOTAL COMO EDITOR | 0 |
| PRIMEIRO ANO DE PUBLICAÇÃO | 2007 |
| ANO MAIS RECENTE DE PUBLICAÇÃO | 2025 |
| ÍNDICE H | 3 |
Role models in police leadership – When the symbolic becomes reality - Reinforcement or ways forward
This article investigates police leaders as role models. The importance of observing several role models in partial use is demonstrated. It also shows how established role models might result in reinforcement of the police leadership culture, exemplified through first-line managers that are legitimized by being ‘good coppers’. Those that inspire others when rocking the boat are limited. Instead, role modelling is about holding on to their positiv…
What do we know about police leadership? A review of the current status of police leadership research and practice, with suggestions for future research directions
This article, which consists of three systematic reviews covering the period 1992–2023, focuses on why scholarly knowledge of effective police leadership is limited. The literature on police leadership amounts to just 197 peer-reviewed journal articles; most of these are leader-centric and tend to uncritically echo the conventional literature, focusing on police leaders` traits and styles as independent of context and practice. Using three survey…
The police’s intelligence-led crisis management
Major, acute crises call for efficient crisis management. This study examines how understandings of police operational and intelligence officers affect collaboration and information sharing during acute crises. The paper shows the crisis management structure impedes collaboration in developing a collective understanding. Knowledge gaps led to difficulty in sharing information and intelligence, and, in decision-making meetings, in trusting the int…
Possible Co-productions of Change Among Police Leaders and Police Officers in the Norwegian Police Reform
This article investigates role ambiguity, discretion and job crafting among leaders and followers in change processes. Our findings are based on a sample of 464 police officers nested in 261 police leaders among 4495 respondents. We find that high discretion enables job crafting, where job crafting directs police leaders and police officers to positively engage in change and hence to reduce role ambiguity. However, high discretion solely among po…
Police leadership as a professional practice
In this paper, we ascertain whether a practice-based approach can increase our knowledge of police leadership. This approach represents an alternative to normative management models which have dominated the management literature. The normative approach often focuses on how police leaders must lead as well as on the traits and skills of police leaders. In contrast, our focus is on what leaders do and why and, therefore, what constitutes their prof…
Crossing Knowledge Boundaries in InterprofessionalCollaborations
This article investigates the interprofessional collaboration between the police and Child Welfare Service, in cases of domestic violence against children. We apply a knowledge sharing lens when exploring possible knowledge boundaries to address what constitutes a common ground and therefore a common interprofessional practice between the two professions. We found knowledge boundaries between the two professions. In particular, we identify differ…
Days of Managerial work in the police service
The purpose of this study was to uncover the realities of managerial work in the Norwegian police service. Observation and interview of 27 police managers showed that managerial work emerged and unfolded through specific practices, which occurred within a shared organisational practice shaped by police culture, context and mission. Managers practiced in a variety of ways rather than according to a universal set of managerial practices. Individual…
Performance evaluation of police oversight agencies
Police oversight agencies are watchdog bodies for citizens and societies, designed to ensure that the police are operating with integrity and accountability. However, performance indicators for such agencies are hard to find, meaning that evaluation and reflection over trial and errors within the police force are difficult to learn from. Or, in other words, it is challenging to learn through and from unwanted police practice without more predicta…
Transforming knowledge to knowing at work
This paper explores how newcomers experience their transition to work as they strive to move from a position of ‘educational’ knowledge to professional knowing. Hence, we focus on how newcomers learn to transform knowledge to knowing at work. We do this through the analysis of two ethnographic case studies: one with a focus on new office workers and the other on newly employed paramedics. In our analysis, we approach knowledge as a question of kn…
How does a newcomer construct identity? A socio‐cultural approach to workplace learning
The aim of this article is to develop the foundations of a socio‐cultural approach and to determine how this shapes our perception of a newcomer’s construction of identity in two different workplaces: a high‐technology delivery ward with newly employed midwives and a real estate agency with newly employed real estate agents. We explore how newcomers construct their identity through participation in different communities of practice at work and fo…
Performance evaluation of police oversight agencies
Police oversight agencies are watchdog bodies for citizens and societies, designed to ensure that the police are operating with integrity and accountability. However, performance indicators for such agencies are hard to find, meaning that evaluation and reflection over trial and errors within the police force are difficult to learn from. Or, in other words, it is challenging to learn through and from unwanted police practice without more predicta…
How does a newcomer construct identity? A socio‐cultural approach to workplace learning
The aim of this article is to develop the foundations of a socio‐cultural approach and to determine how this shapes our perception of a newcomer’s construction of identity in two different workplaces: a high‐technology delivery ward with newly employed midwives and a real estate agency with newly employed real estate agents. We explore how newcomers construct their identity through participation in different communities of practice at work and fo…
Transforming knowledge to knowing at work
This paper explores how newcomers experience their transition to work as they strive to move from a position of ‘educational’ knowledge to professional knowing. Hence, we focus on how newcomers learn to transform knowledge to knowing at work. We do this through the analysis of two ethnographic case studies: one with a focus on new office workers and the other on newly employed paramedics. In our analysis, we approach knowledge as a question of kn…
Police leadership as a professional practice
In this paper, we ascertain whether a practice-based approach can increase our knowledge of police leadership. This approach represents an alternative to normative management models which have dominated the management literature. The normative approach often focuses on how police leaders must lead as well as on the traits and skills of police leaders. In contrast, our focus is on what leaders do and why and, therefore, what constitutes their prof…
How does a newcomer construct identity? A socio‐cultural approach to workplace learning
The aim of this article is to develop the foundations of a socio‐cultural approach and to determine how this shapes our perception of a newcomer’s construction of identity in two different workplaces: a high‐technology delivery ward with newly employed midwives and a real estate agency with newly employed real estate agents. We explore how newcomers construct their identity through participation in different communities of practice at work and fo…
Performance evaluation of police oversight agencies
Police oversight agencies are watchdog bodies for citizens and societies, designed to ensure that the police are operating with integrity and accountability. However, performance indicators for such agencies are hard to find, meaning that evaluation and reflection over trial and errors within the police force are difficult to learn from. Or, in other words, it is challenging to learn through and from unwanted police practice without more predicta…
Transforming knowledge to knowing at work
This paper explores how newcomers experience their transition to work as they strive to move from a position of ‘educational’ knowledge to professional knowing. Hence, we focus on how newcomers learn to transform knowledge to knowing at work. We do this through the analysis of two ethnographic case studies: one with a focus on new office workers and the other on newly employed paramedics. In our analysis, we approach knowledge as a question of kn…
Days of Managerial work in the police service
The purpose of this study was to uncover the realities of managerial work in the Norwegian police service. Observation and interview of 27 police managers showed that managerial work emerged and unfolded through specific practices, which occurred within a shared organisational practice shaped by police culture, context and mission. Managers practiced in a variety of ways rather than according to a universal set of managerial practices. Individual…
Police leadership as a professional practice
In this paper, we ascertain whether a practice-based approach can increase our knowledge of police leadership. This approach represents an alternative to normative management models which have dominated the management literature. The normative approach often focuses on how police leaders must lead as well as on the traits and skills of police leaders. In contrast, our focus is on what leaders do and why and, therefore, what constitutes their prof…
Crossing Knowledge Boundaries in InterprofessionalCollaborations
This article investigates the interprofessional collaboration between the police and Child Welfare Service, in cases of domestic violence against children. We apply a knowledge sharing lens when exploring possible knowledge boundaries to address what constitutes a common ground and therefore a common interprofessional practice between the two professions. We found knowledge boundaries between the two professions. In particular, we identify differ…
Possible Co-productions of Change Among Police Leaders and Police Officers in the Norwegian Police Reform
This article investigates role ambiguity, discretion and job crafting among leaders and followers in change processes. Our findings are based on a sample of 464 police officers nested in 261 police leaders among 4495 respondents. We find that high discretion enables job crafting, where job crafting directs police leaders and police officers to positively engage in change and hence to reduce role ambiguity. However, high discretion solely among po…
The police’s intelligence-led crisis management
Major, acute crises call for efficient crisis management. This study examines how understandings of police operational and intelligence officers affect collaboration and information sharing during acute crises. The paper shows the crisis management structure impedes collaboration in developing a collective understanding. Knowledge gaps led to difficulty in sharing information and intelligence, and, in decision-making meetings, in trusting the int…
Role models in police leadership – When the symbolic becomes reality - Reinforcement or ways forward
This article investigates police leaders as role models. The importance of observing several role models in partial use is demonstrated. It also shows how established role models might result in reinforcement of the police leadership culture, exemplified through first-line managers that are legitimized by being ‘good coppers’. Those that inspire others when rocking the boat are limited. Instead, role modelling is about holding on to their positiv…
What do we know about police leadership? A review of the current status of police leadership research and practice, with suggestions for future research directions
This article, which consists of three systematic reviews covering the period 1992–2023, focuses on why scholarly knowledge of effective police leadership is limited. The literature on police leadership amounts to just 197 peer-reviewed journal articles; most of these are leader-centric and tend to uncritically echo the conventional literature, focusing on police leaders` traits and styles as independent of context and practice. Using three survey…
Political science (9 obras) · Public relations (9 obras) · Sociology (8 obras) · Policing Practices and Perceptions (7 obras) · Psychology (7 obras) · Computer Science (5 obras) · Engineering (4 obras) · Law (4 obras) · Social Psychology (4 obras) · Business (3 obras)