Summary
"This research project is a case study examination of the implementation of a multijurisdictional information system across four municipal policing agencies in Victoria, British Columbia. During extensive interviews, ten participants shared their experiences and knowledge about the process of organizational change in policing. In an analysis of their descriptions, three key categories emerged. Categories of organizational change, culture, and leadership were the core elements of change management in this case study. Organizational change includes patterns of external governance, inter-agency positioning, workload discrepancies and training. Culture focuses on patterns of identity and day-to-day practices. The final category of leadership, the most impassioned issue of discussion for participants in this case study, reflects patterns of project structure, participatory leadership and an effective communications plan. Implications resulting from this analysis suggest that experiential credibility, a conceptual outcome of this project, is a critical factor in the process of organizational change management in policing."--Abstract.