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Policing Criminal Business Enterprises—Should Certainly Be Appealing Knowledge Management in Policing Enforcing Law on Criminal Business Enterprises Petter Gottschalk Knowledge Management in Policing: Enforcing Law on Criminal Business Enterprises Knowledge Management in Policing: Enforcing Law on Criminal Business Enterprises Petter Gottschalk Hindawi Publishing Corporation http://www.hindawi.com Hindawi Publishing Corporation 410 Park Avenue, 15th Floor, #287 pmb, New York, NY 10022, USA Nasr City Free Zone, Cairo 11816, Egypt Fax: +1-866-HINDAWI (USA Toll-Free) © 2008 Hindawi Publishing Corporation All rights reserved. No part of the material protected by this copyright notice may be reproduced or utilized in any form or by any means, electronic or mechanical, includ- ing photocopying, recording, or any information storage and retrieval system, without written permission from the publisher. ISBN 978-977-454-078-3 Contents Foreword vii Introduction ix 1. Criminal Business Enterprises1 1.1. Organized Crime and Criminal Organizations2 1.2. Criminal Enterprise Paradigm5 1.3. The Business of Crime 11 1.4. Criminal Entrepreneurship 14 1.5. Growing the Crime Business 17 1.6. The Case of Hawala Bankers Transferring Criminal Proceeds 21 2. Theories of Criminal Enterprises 23 2.1. Criminology Theories of Organized Crime 23 2.2. Management Theories of Organized Crime 27 2.3. Organized Crime in the US 35 3. Knowledge Management in Policing 41 3.1. The Need for Knowledge in Policing 41 3.2. Police Forces as Knowledge Organizations 48 3.3. Organized Crime Investigations 52 3.4. How Police Organizations Work 53 3.5. How Police Investigations Work 55 3.6. Knowledge Management Matrix for Intelligence Policing 58 3.7. Information and Communication Technology 59 3.8. Stages of Knowledge Management Technology 61 3.9. Filtration of Knowledge 68 3.10. The Case of Social Intelligence and Investigation Service 70 3.11. The Case of Criminal Intelligence Service Alberta 72 4. Intelligence Strategy Development 75 4.1. Strategic Planning 76 4.2. Intelligence Strategy 79 4.3. The Case of National Intelligence Model in the UK 81 vi Knowledge Management in Policing 4.4. The Case of National Strategy for Intelligence and Analysis in Norway 83 4.5. Is Strategy Always Strategy? 85 5. Intelligence Information Sources 89 5.1. Categories of Information Sources 90 5.2. Information into Knowledge Management Systems 94 5.3. Organized Crime Intelligence Analysis 94 5.4. Market Share Intelligence Analysis 99 5.5. Knowledge Workers in Investigations 107 5.6. How Detectives Work 109 5.7. Detective Thinking Styles 112 5.8. Characteristics of EVective Detectives 115 5.9. The Case of Lawyers as Information Sources 123 6. Enforcing Law on Criminal Business 127 6.1. Administrative Approach to Organized Crime 128 6.2. Investigation Value Shop 129 6.3. Organized Crime Investigation Flow Chart 131 6.4. Law Enforcement Road Map 132 6.5. Senior Investigating OYcer 136 6.6. Organized Crime Economics 149 6.7. A Contingent Approach to Policing Organized Crime 150 7. Knowledge Management in Policing MC Crime 161 7.1. The Case of Hells Angels Motorcycle Club 161 7.2. The Case of Criminal Motorcycle Clubs in Norway 166 7.3. Knowledge Matrix in Policing MC Crime 175 7.4. Research Model for Policing MC Crime 181 8. Stage Model for Online Grooming OVenders 183 8.1. Online Victimization of Children 183 8.2. Stages of Growth Models 185 8.3. Online Grooming OVence 186 8.4. Stages of Online Grooming OVenders 189 8.5. Police Investigations 194 8.6. The Need for More Police Intelligence 195 Conclusion 199 Bibliography 201 Foreword This book oVers new insights to the understanding of organized crime based on the enterprise paradigm and the theory of profit-driven crimes. It will be a source of debate and inspiration for those in law enforcement and academia in this area. It makes a contribution to intelligence-led and knowledge-based policing, an emerging area of interest that builds upon and enhances policing as knowledge work, police oYcers as knowledge workers, and police forces as knowledge organizations. This book oVers practitioners and academics alike new thinking on understanding the business operation of organized crime, to better to be able to detect and disrupt organized criminal enterprises. Police all over the world are struggling with the combat against criminal organizations with varying success. The core idea behind this book—implementing intelli- gence strategy for policing criminal business enterprises—should certainly be appealing. The primary intended audience for this book is academics and the increasing group of specialist law enforcement personnel engaged in tack- ling organized crime. There are a growing number of serious crime ana- lysts who are now employed by forces and agencies. Law enforcement oY- cers (police, customs, etc.) working in criminal investigative departments (senior investigative oYcers, analysts, heads of CID) are expected to be interested. The market for this book includes academics and practitioners in criminology, police studies, intelligence studies, and the criminal justice sector. And, one would like to think, advisors to policymakers in govern- ment departments with a responsibility for tacking organized crime as well. Specifically in terms of the potential student market, this book should be of interest to students of policing, criminology, and intelligence courses, as well as to all students aiming to work in criminal investigative depart- ments. However, both knowledge management and crime-combating strategies are usually not subjects taught during initial police training. Therefore, this book is likely to be of value to the advanced policing students market. For those that study policing from an academic level, this title would likely be useful as well. In some leading police academies and university colleges around the world, this book can be used as an undergraduate text as well. viii Knowledge Management in Policing But such is the subject matter of the book that the potential mar- ket is much wider than the student market and the investigator market. For example, among the various types of readers expected for this book, business courses should be explored. Faculty members in business schools responsible for business courses may be looking for new ways of teaching business by presenting the alternative of business of crime. Also, the topic of strategy implementation is important in most business courses. This book is considered to be a much needed and original overview of the boundary between “legal” and “illegal” entrepreneurship, which makes it a critical challenge for policing criminal business enterprises. The lan- guage and concepts of business and management are applied in discussing the structures and processes of illegal entrepreneurial activities and how law enforcement can respond to this challenge. The book defines organized crime as the main challenge and discusses the role of entrepreneurs in illegal business that is criminal in nature. This book will appeal to a wide variety of readers interested in new perspectives on policing criminal business enterprises. The text is clearly structured and systematically explores the basics of organized crime as an entrepreneurial business enterprise activity. The book draws upon several theoretical strands including organizational, sociological, managerial, his- torical, and practical perspectives in providing an insight into organized crime activity and police knowledge management. Introduction We all know names of business enterprises such as IBM, Fiat, Elf, Siemens, Ericsson, Nokia, Sony, Heineken, Ikea, Microsoft, Kia, Nike, and Virgin. These names belong to corporations producing goods and services. We may find the headquarters of IBM in the USA, Fiat in Italy, Elf in France, Siemens in Germany, Ericsson in Sweden, Nokia in Finland, Sony in Japan, Heineken in the Netherlands, and so forth. These are multinational or global business enterprises employing thousands of persons. The case is always that an entrepreneur has started the business a long time ago. In IBM, the first entrepreneur was Herman Hollerith who founded the busi- ness, and the second entrepreneur was Thomas J. Watson who grew the business. Fiat was founded by a group of investors including Giovanni Agnelli. Other famous entrepreneurs include Bill Gates (Microsoft), Ingvar Kamprad (Ikea), and Richard Branson (Virgin). Similarly, we can identify criminal business enterprises such as Hells Angels, Cosa Nostra, Camorra, Yakuza, Adams Group, Warren Group, Sinaloa Cartel, Tijuana Cartel, Carli Cartel, Medellin Cartel, N’drangheta, Sacra Corona Unita, Verhagen, Favelas, Primeiro Commando da Capi- tal, Aryan Brotherhood, Fuk Ching, Mara Salvatrucha, Bandidos, CoYn Cheaters, Commando Vermelho, Tarceiro Comando, Asia World Com- pany, Ahmidan Group, Bout Group, Karzai Group, McGraw Group, Heav- enly Alliance, Outlaws, Marcos Group, Afragola, Dalnevostochny, Ural- mashski, Solntsevo, Chechen, Tambov, Podolsk, and Holleeder Group. Cosa Nostra is a Sicilian confederation of more than one hundred Mafia groups. Hells Angels Motorcycle Club (HAMC) was formed in 1948 in Fontana, Calif, USA. It is not easy to identify an entrepreneur or the chief executive oYcer (CEO) in criminal organizations, but here are some examples. • Terry Adams is head of the Adams family that is maybe the most feared criminal organization in England. The Adams family went into narcotics in the 1980s. There was a large demand for cocaine, cannabis, and ecstasy at that time. The family built a network to Colombian cocaine cartels. The family governs by means of violence. According to the police, the family is responsible for 30 murders (http://www.gangsterinc.tripod.com/). x Knowledge Management in Policing • Jamal Ahmidan was doing well in the narcotics trade. He was caught and put in jail, where he converted to Islam. When he was released from prison, he had planned for terror attacks together with other inmates. To finance the intended terrorism, he continued to head the narcotics trade. At the same time he planned the train station explosions in Madrid. With money from drug dealing he bought explosive material, which was used in the subway system in Madrid.
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