... police work may be due to the fact that the introduction of, e.g. ILP involves questioning established policing methods and thus also the values and norms on which the traditional method of policing is based (Reuss‐Ianni, 1999, p. 124). © Emerald Group Publishing Limited 2012 Norway Police...

...Petter Gottschalk Purpose The common survey instrument for police integrity consists of case descriptions that are mainly concerned with corruption. However, the diversity in police criminal acts calls for a revision of this survey instrument. Based on cases of convicted police officers in Norway...

... was assessed by a four‐item measure (α=0.84) developed by Paykel et al. (1974) and used later by others (see Tyssen et al., 2001) The items were: © Emerald Group Publishing Limited 2007 Suicide Police Stress Norway It is believed that suicide is a leading cause...

... from 389 police officers in Norway using anonymously completed questionnaires, a 62 percent response rate. Findings Plateaued officers were younger, had less police tenure and were more educated than were non‐plateaued officers. Plateaued officers also reported less favorable work outcomes...

...Ronald J. Burke; Astrid M. Richardsen; Monica Martinussen Purpose This exploratory study compared job demands, work attitudes and outcomes, social resources and indicators of burnout and psychological health of male and female police officers in Norway. Design/methodology/approach Data were...

... and attitudes towards the use of social skills to solve problems. Design/methodology/approach Data were collected from 766 police officers in Norway using anonymously completed questionnaires. Findings Police officers reporting higher levels of cynicism also held more favorable attitudes towards the use...

...Dilip K. Das; Amanda L. Robinson This paper describes the current state of policing in Norway. Interview data were collected from police administrators, police academy instructors, and police recruits. In addition, observational data were collected from patrol ride‐alongs. The organizational...