Knowledge management in UK police forces

Purpose This study seeks to contribute to understanding of knowledge management and, specifically, knowledge sharing in the public sector through a case study‐based investigation of knowledge management policies and strategies, and knowledge‐sharing processes in four UK police forces. Design/methodology/approach Semi‐structured interviews were conducted with ten police officers in three police forces, and in the National Policing Improvement Agency. Questions focused on knowledge management strategy, strategies for encouraging staff to share and exchange knowledge, and any challenges in these areas. Interviews were recorded and transcripts created. A three‐stage thematic analysis of the interview transcripts was undertaken. Findings None of the case study organizations has an overarching knowledge management strategy or policy, although there is widespread recognition of the importance of intelligence and knowledge sharing to successful policing. The three police forces, supported by the National Policing Improvement Agency, do try to embody knowledge management in their strategies, processes and training methods, although it is sometimes difficult to identify relevant initiatives and practices. Forces are facing major issues in encouraging knowledge sharing as a result of the culture, the size of the force, and variable recognition of the value of knowledge management. Originality/value The study concurs with earlier work on research into knowledge management and knowledge sharing in the public sector that suggests that these processes are implicit and embedded in the culture of such organizations. This makes it challenging to “manage” knowledge in such contexts. The paper offers some insights into how knowledge is managed in the UK police force.