In search of the <scp>silver‐lining</scp>: Police officers' attributions and responses to stakeholder critique-Reference-Cited by-同舟云学术

In search of the silver‐lining: Police officers' attributions and responses to stakeholder critique

Published:2023-10-25 Issue: Volume: Page:
ISSN:0033-3352
Container-title:Public Administration Review
language:en
Short-container-title:Public Administration Review

Author:

Horton Kate E.¹²,Jacobs Gabriele³,Bayerl P. Saskia⁴,Gascó‐Hernández Mila⁵,Rothengatter Marloes⁶,Elliott Karen⁷,Giljohann Stefanie⁸,Rus Claudia Lenuţa⁹

Affiliation:

1. Departamento de Ciências Contábeis e Atuariais (CCSA) Federal University of Pernambuco Recife Brazil

2. Rotterdam School of Management Erasmus University Rotterdam The Netherlands

3. Erasmus School of Social and Behavioral Sciences Erasmus University Rotterdam The Netherlands

4. Centre of Excellence in Terrorism, Resilience, Intelligence and Organised Crime Research (CENTRIC) Sheffield Hallam University Sheffield UK

5. Center for Technology in Government and Rockefeller College of Public Affairs and Policy University at Albany – State University of New York Albany New York USA

6. Tilburg School of Economics and Management Tilburg University Tilburg The Netherlands

7. University of Birmingham Business School University of Birmingham Birmingham UK

8. ZEWK Technische Universität Berlin Berlin Germany

9. Department of Psychology, Work and Organizational Psychology Research Center Babeș‐Bolyai University Cluj‐Napoca Romania

Abstract

AbstractTensions between police organizations and (community) stakeholders have taken center stage in recent years, with an escalation in protests and divisive rhetoric observed in many countries. Using attribution theory, this study examines how police officers interpret negative stakeholder feedback and how these interpretations shape their behavioral responses. Qualitative analysis based on 148 interviews with European police officers shows that officers make six different attributions about the causes of stakeholder critique, and that these have direct implications for their behavioral responses. In particular, these different attribution patterns are found to play a critical and hitherto unrecognized role in shaping police‐stakeholder relations and organizational learning among police forces.

Funder

European Commission

Publisher

Wiley

Subject

Marketing,Public Administration,Sociology and Political Science

Link

https://onlinelibrary.wiley.com/doi/pdf/10.1111/puar.13753

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