Abstracts
Résumé
Dans cet article, l’auteur explore les limites que pose la police guidée par le renseignement (intelligence led policing – ILP) pour les organisations policières. Il tente de montrer que la fonction de renseignement criminel ne doit pas être comprise comme un instrument produisant des résultats tangibles dans l’application de la loi, mais bien comme une activité de production de connaissance dont l’objectif ultime est d’assurer l’apprentissage des organisations policières. Sur la base de cet apprentissage, les services de police sont en mesure de concevoir et d’affiner leurs stratégies de lutte contre la criminalité. Néanmoins, le renseignement est contraint par des facteurs organisationnels, structuraux et culturels propres à la complexité des bureaucraties professionnelles. D’une part, les limites inhérentes à l’usage des renseignements dans la conduite des affaires policières montrent à quel point cette activité est difficilement mesurable en ce qui a trait aux résultats quantifiables. D’autre part, pour être utile, le renseignement doit s’appuyer sur une structure organisationnelle favorisant la fluidité des échanges d’informations ainsi qu’une forte culture du renseignement.
Abstract
In this article, the author explores the limits of the intelligence led policing within police organisations. He suggests that the function of the criminal intelligence process cannot be taken as an instrument to achieve perceptible results in enforcing the law but as an activity aiming at the production of knowledge. This outcome of this process must then be channelled into a learning process within those organisations in order to develop and refine their strategies to fight crime. Nevertheless, the criminal intelligence process is still constrained by organisational, structural and cultural factors that are specific to professional bureaucracies and their internal complexity. On the one hand, the limits on use of information in the management of police affairs show how difficult it is to assess the intelligence process in terms of measurable outcomes. On the other hand, to be useful, intelligence must rely on an organisational structure supporting the constant sharing of information as well as on an occupational culture that strongly values police knowledge.
Appendices
Références
- Aiken M. & Hage, J. (1968). Organisational Interdependence and Intra-organisational Structure. American Sociological Review, 33, 912-930.
- Audit Commission (1993). Helping with enquiries. Tackling crime effectively. London : HMSO.
- Bayley, D. & Shearing, C. (2001). The new structure of policing : description, conceptualisation, and research agenda. Washington : National Institute of Justice.
- Beesley, L. (2004). Multi-level complexity in the management of knowledge networks. Journal of Knowledge Management, 8 (3), 71-88.
- Brodeur, J.-P., Gill, P. & Tölborg, D. (2003). Democracy, law, and security : internal security services in contemporary Europe. Burlington : Ashgate.
- Brown, M. K. (1981). Working the street : Police discretion and the dilemmas of reform. Troy : Russell Sage Foundation.
- Choo, C. W. (1998). The knowing organisation : How organizations use information to construct meaning, create knowledge, and make decisions. Oxford : Oxford University Press.
- Choo, C. W. (2001). Information management for the intelligent organization. Medford, NJ : Information today.
- Cohen, J. & Olsen, J. (1975). The uncertainty of the past : organizational learning under uncertainty. European Journal of political research, 3, 147-171.
- Crank, J. P. (2003). Institutional theory of police : a review of the state of the art. Policing : An international journal of police strategies and management, 26 (2), 186-207.
- Crawford, A. (1997). The local governance of crime : appeals to community and partnerships. London : Oxford University Press.
- Dequech, D. (2001). Bounded rationality, institutions and uncertainty. Journal of Economic Issues, 35 (4), 911-929.
- Eck, J. E. (1983). Solving crimes : the investigation of burglary and robbery. Washington : Police Executive Research Forum.
- Ericson, R. V. (1994). The Royal Commission on criminal justice system surveillance. In M. McConville & L. Bridges (ed.), Criminal justice in crisis (113-140). Aldershot : Edward Elgar.
- Ericson, R. V. & Haggerty, K. D. (1997). Policing the risk society. Oxford : Clarendon Press.
- Godfrey, E. D. & Harris, D. R. (1971). The basic elements of intelligence. Washington : Law enforcement assistance administration.
- Heaton, R. (2000). The prospects for intelligence-led policing : some historical and quantitative considerations. Policing and Society, 9, 337-355.
- HMIC (1997). Policing with intelligence. London : Her Majesty’s Inspectorate of Constabulary.
- Home Office, Statistical Bulletin (1989). Criminal and custodial careers of those born in 1953, 1958 and 1963. London : Home Office.
- Home Office, Statistical Bulletin (1995). Criminal careers of those born between 1953 and 1973. London : Home Office.
- John, T. & Maguire, M. (2003). Rolling out the National Intelligence Model : Key Challenges. In K. Bullock & N. Tilley (ed.), Crime Reduction and Problem-Oriented Policing (38-68). Cullompton Devon : Willan Publisher.
- Johnston, L. (1992). British policing in the nineties : free market and strong state ? International Criminal Justice Review, 2, 1-18.
- Johnston, L. (1999). Private policing in context. European Journal on Criminal Policy and Research, 7 (2), 175-96.
- Keegan, J. (2004). Intelligence in war. The value and limitations of what the military can learn about the enemy. New York : Random House.
- Kloseck, J. (2000). Data privacy in the information age. New York : Quorum Books.
- Langworthy, R. H. (1986). The structure of police organizations. New York : Praeger.
- Lemieux, F. (2005a). Le développement d’un réseau de renseignements policiers au Québec : de la formation à l’imputabilité. Revue canadienne de criminologie et de justice pénale, 47 (1), 45-62.
- Lemieux, F. (2005b). Normes et pratiques en matière de renseignements criminels : une comparaison internationale. Montréal : Rapport de recherche, Université de Montréal.
- Luo, Y. (2002). Building trust in cross-cultural collaborations : toward a contingency perspective. Journal of management, 28 (5), 669-694.
- Maguire, M. (2000). Policing by risks and targets : Some dimensions and implications of intelligence control. Policing and Society, 9, 315-336.
- Maguire, M. & John, T. (1995). Intelligence, surveillance and informants : Integrated approaches. London : Home Office Research Group.
- Manning, P. K. (1977). Police Work : The Social Organization of Policing. Cambridge : The MIT Press.
- Manning, P. K. (1989). Symbolic communication. Signifying calls and the police response. Boston : MIT Press.
- Martin, S. E. & Sherman, L. (1986). Selective apprehension : A police strategy for repeat offenders. Criminology, 77 (4), 1159-1182.
- Marx, G. T. (1988). Undercover : Police Surveillance in America. Berkley : University of California Press.
- Mastrofski, S. & Uchida, C. (1993). Transforming the Police. Journal of Research in Crime and Delinquency, 30, 330-358.
- McGill, M. E. & Slocum, J. (1994). The Smarter Organization : How to Build a Business that Learns and Adapts to Marketplace Needs. New York : John Wiley and Sons.
- Medd, W. (2001). Complexity and partnership. In D. Taylor (ed.), Breaking down barriers : Reviewing partnership practice (29-46). Brighton : Brighton University Press.
- Ouimet, M. (1995). Vers une police informée. Revue internationale de criminologie et de police technique, 1, 87-94.
- Pavy, G. (2002). La logique de l’informel. Paris : Les Éditions d’organisation.
- Peterson, M.-B. (1994). Application in criminal analysis. A source book. Wesport : Greenwood Press.
- Reuss-Iianni, E. (1983). Two cultures of policing. New Brunswick : Transaction Books.
- Rutherford, M. (1994). Institutions in economics. Cambridge : Cambridge University Press.
- Service du renseignement criminel du Québec (2004, février). Pour que l’information devienne renseignement. Acte du colloque tenu à Nicolet, Québec.
- Sheptycki, J. (2000). Editorial reflections on surveillance and intelligence-led policing. Policing and Society, 9, 311-314.
- Sheptycki, J. (2004). Organizational pathologies in police intelligence : Some contributions to the lexicon of intelligence-led policing. European Journal of Criminology, 1 (3), 307-332.
- Simon, H. (1987). Bounded rationality. In J. Eatwell, M. Milgate, & P. Newman (ed.). The New Palgrave Dictionary of Economics (266-268). London, England : Macmillan.
- Skogan, W. & Frydl, K. (2004). Fairness and Effectiveness in Policing : The Evidence. Washington, DC : The National Academies Press.
- Tilley, N. (2003). Community policing, problem-oriented policing and intelligence-led policing. In T. Newburn (ed.), Handbook of policing (311-339). Portland : Willan publishing.
- Wang, C. L. & Ahmed, P. K. (2003). Making Organisational Memory Perform. Journal of Information & Knowledge Management, 3, 229-235.
- Wastell D., Kawalek, P., Langmead-Jones, P. & Ormerod, R. (2004). Information systems and partnership in multi-agency networks : an action research project in crime reduction. Information and organization, 14, 189-210.
- Zolin R., Hinds, P. J. Fruchter, R. & Levitt, R. E. (2003). Interpersonal distrust in cross-functional, geographically distributed work : A longitudinal study. Information and organization, 4, 1-26.