AbstractEconomics and business literature suggest that for markets to operate at their maximum level of efficiency, there is an overwhelming need for entrepreneurial activity. There has, in recent years, seen the emergence of a public sector entrepreneur, working within the quasi-markets of the modern public sector to follow this drive for maximum efficiency, but unlike the private sector, the public sector has been considered to punish failure and not reward entrepreneurial activity enough for such "intrapreneurship" to thrive. Specifically, within the public sector in the UK, the Police sector has been considered especially inhospitable to entrepreneurial activity, from its intransigent command and control culture and highly regulated environment. However there is a growing evidence base that, despite this inhospitable environment, cultures are changing and frontline, middle and senior manager police officers and staff are developing intrapreneurial activities. North Wales Police is one such force, and its senior managers are public in their pride in creating an intrapreneurial culture to thrive. This paper examines the reality of the culture of North Wales Police as it applies to intrapreneurship. It examines the existing literature in this area and its relevance to policing. It then takes the detailed views of key individuals, followed up into a wider study of members of staff, to examine the evidence for whether intrapreneurship is alive and well in North Wales Police, or whether it is simply a misperception of senior management.
PublisherUniversity of Chester
TypeThesis or dissertation
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