Abstract
This article reflects on an enterprise project which aimed to build partnerships with police forces in England. In attempting to do 'public criminology' we had to negotiate internal and external organizational cultures, public management and 'audit culture'. We focus on two levels of co-option we experienced during the project, by the university and the police: (1) internal university pressures such as definitions of 'research' and 'enterprise', funding and the terms of the 'contract' of the project; and (2) external pressures when engaging with police that included new public management principles and 'fast academia'. The discussion draws on data from field notes and interviews with police officers and staff.
| Original language | English |
|---|---|
| Pages (from-to) | 243-257 |
| Number of pages | 15 |
| Journal | Theoretical criminology |
| Volume | 22 |
| Issue number | 2 |
| Early online date | 21 Mar 2017 |
| DOIs | |
| Publication status | Published - 1 May 2018 |
Bibliographical note
FundingThe author(s) disclosed receipt of the following financial support for the research, authorship and/or publication of this article: This research was funded by an Enterprise Project Grant via a Higher Education Innovation Fund. There is no individual grant number.
Keywords
- Enterprise
- evidence-base
- police-academic partnerships
- policing
- public criminology
- reflexivity