This report describes "a framework that delivers insight into the tangible and intangible effects of a mobile (IT) system, before it is being implemented".
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Climate change is now considered more than just an environmental issue, with far-reaching effects for society at large. While the exact implications of climate change for policing practice are still unknown, over the past two decades criminologists have anticipated that climate change will have a number of effects that will result in compromised safety and security. This article is informed by the outcome of a co-creation workshop with 16 practitioners and scholars of diverse backgrounds based in The Netherlands, who sought to conceptualize and systematize the existing knowledge on how climate change will most likely impact the professional practice of the Dutch (or any other) police. These challenges, with varying degrees of intensity, are observable at three main levels: the societal, organizational, and individual level. These levels cannot be separated neatly in practice but we use them as a structuring device, and to illustrate how dynamics on one level impact the others. This article aims to establish the precepts necessary to consider when exploring the intersection between climate change and policing. We conclude that much still needs to be done to ensure that the implications of climate change and the subject of policing are better aligned, and that climate change is recognized as an immediate challenge experienced on the ground and not treated as a distant, intangible phenomenon with possible future impacts. This starts with creating awareness about the possible ways in which it is already impacting the functioning of policing organizations, as well as their longer-term repercussions.
MULTIFILE
Letting go of the firm or “my baby” as some entrepreneurs describe their creation, leads to a certain amount of stress (Rahim 1996, Kets de Vries 1999). Dealing with stress in singular events as the transfer of a business, is hardly been subject of research (Uy et al. 2012). Improving coping strategies in business transfers for the incumbent could be of importance as statistics indicate the continued aging of owners in the European Union. Expanding the possibilities of incumbents to sell their business and move on to their next phase in their life would help to offset such negative effects to each national economy. The number of failed business transfers of viable SMEs now threatens innovative driven European economies (European Commission 2003, Van Teeffelen 2010, Stone et al. 2004). A recent study calculated that the Dutch economy suffers 20,000 unnecessary SME liquidations and approximately 10,000 failed successions per annum, with a projected economic damage of 80,000 jobs, a loss of turnover of almost € 4 billion and a destruction of assets of about € 2 billion yearly (Van Teeffelen 2012). Therefore we believe that coping strategies and psychological barriers in business transfers deserve more academic attention. Our aim is to check and add items to the list of psychological barriers and finally to relate barriers to coping styles. Therefore we engaged in a qualitative study that seeks to explain a particular issue and allows the researcher to study issues in depth and produces detailed data on a small number of individuals (Hyde 2000).
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