Out of Place and Out of Line: Positioning the Police in the Regulation of Financial Markets

In November of 2003, the Royal Canadian Mounted Police launched a major initiative to combat securities fraud in Canada. Spurred by the Enron scandals in the United States, this involved the establishment of a series of specialized white-collar crime units with the express mandate of investigating serious cases of securities fraud and protecting investors from the worst of the market's abuses. After four years of activity, these units have produced little in the way of tangible results and have been widely criticized in legal, financial, and regulatory communities. Drawing on thirty-five interviews with members of these units, as well as outside stakeholders including Crown Attorneys and private litigators, this article examines the activities of these Integrated Market Enforcement Teams and highlights a number of barriers to the successful execution of their designated mandate. While factors such as procedural restrictions and limited expertise are certainly relevant, this analysis reveals that the IMET teams are more fundamentally constrained by their position in a broader regulatory field. Understanding this field, and its unique structure and politics, is essential in coming to terms with both the possibilities and limitations of securities enforcement in an increasingly complex financial world.     

MANAGING CITIZEN CALLS TO THE POLICE: THE IMPACT OF BALTIMORE'S 3‐1‐1 CALL SYSTEM*

Research Summary: Our paper explores the impact of implementing a nonemergency 3‐1‐1 call system in Baltimore, Maryland. We found a large (34.2%) reduction in 9‐1‐1 calls following the introduction of the 3‐1‐1 nonemergency call system. Many, but not all, of these calls simply migrated over to the 3‐1‐1 call system. Overall, we identified a 7.7% reduction in recorded citizen calls to the police post 3‐1‐1 intervention. This recorded reduction in citizen calls was confounded by an increase in high priority calls to the 9‐1‐1 system (27.5%), a large overall reduction in low priority calls (54.3%), and an estimated increase (perhaps 8%) in unrecorded calls to the police. We also note a small increase in response times to high priority 9‐1‐1 calls following the implementation of the 3‐1‐1 call system and virtually no change in the amount of officer time available for community policing or problem‐oriented policing activities. Policy Implications: Our findings suggest that nonemergency call systems, such as 3‐1‐1, can greatly facilitate police efforts to better handle citizen calls for police service. However, the intrinsic value of nonemergency call systems is tightly woven with a police department's willingness to change dispatch policies (especially for those calls received via the 3‐1‐1 system), reallocate patrol resources, and adopt organizational reforms to support alternative methods (apart from dispatch) for handling nonemergency calls for service.     

HISTORICAL CONTINGENCIES AND THE EVOLVING IMPORTANCE OF RACE,VIOLENT CRIME,AND REGION IN EXPLAINING MASS INCARCERATION IN THE UNITED STATES

This article combines insights from historical research and quantitative analyses that have attempted to explain changes in incarceration rates in the United States. We use state‐level decennial data from 1970 to 2010 (N = 250) to test whether recent theoretical models derived from historical research that emphasize the importance of specific historical periods in shaping the relative importance of certain social and political factors explain imprisonment. Also drawing on historical work, we examine how these key determinants differed in Sunbelt states, that is, the states stretching across the nation's South from the Atlantic coast to the Pacific, from the rest of the nation. Our findings suggest that the relative contributions of violent crime, minority composition, political ideology, and partisanship to imprisonment vary over time. We also extend our analysis beyond mass incarceration's rise to analyze how factors associated with prison expansion can explain its stabilization and contraction in the early twenty‐first century. Our findings suggest that most of the factors that best explained state incarceration rates in the prison boom era lost power once imprisonment stabilized and declined. We find considerable support for the importance of historical contingencies in shaping state‐level imprisonment trends, and our findings highlight the enduring importance of race in explaining incarceration.     

CONTEXTUALIZING COMMUNITY CRIME CONTROL: RACE,GEOGRAPHY, AND CONFIGURATIONS OF CONTROL IN FOUR COMMUNITIES*

Criminology and urban sociology have long‐standing interests in how neighborhoods and communities respond to and control crime. We build on the literature on social disorganization, collective efficacy, and new parochialism to develop a framework that explains how and why communities respond differently to crime. We draw on more than 2 years of comparative ethnographic data and 56 resident and stakeholder interviews on responses to crime in four communities in two states. We find that the intersections of racial composition, geography, and crime narratives in each place contributed to distinct community responses to crime. By analyzing these dynamics across the four sites, we propose three types of public–parochial partnerships that communities use to respond to crime: public alliances that rely primarily on public forms of control, tentative public–parochial partnerships that rely on tenuous connections with public institutions, and grassroots engagement with public institutions. We explain the emergence of these three approaches as patterned responses rooted in characteristics of local contexts, including racial composition and geographic isolation.     

ADAPTIVE AND MALADAPTIVE RESPONSES OF MANAGERS TO CHANGING ENVIRONMENTS: A STUDY OF AUSTRALIAN PUBLIC SECTOR SENIOR EXECUTIVES

This paper examines data collected from senior executives in two Australian government agencies to identify patterns of adaptive and maladaptive responses to change in public sector environments. The conceptual categories of passive maladaptive, active maladaptive and active adaptive responses are all supported by the interview data, with half of the executives expressing predominantly active adaptive responses to external change and uncertainty and half displaying various kinds of passive and active maladaptive responses. The implications of the findings for managers as agents of organizational learning and adaptation in public sector environments are discussed.