Cathrine Hopstad Filstad

• Filstad, Cathrine & Rød, Anne (2024). Emotional coping by chance: Experiences of emotional coping strategies among on-scene commanders in the Norwegian police services. Policing: A Journal of Policy and Practice. ISSN 1752-4512. 18, s. 1–9. doi: 10.1093/police/paae001. Fulltekst i vitenarkiv
• Filstad, Cathrine (2024). Role models in police leadership – When the symbolic becomes reality - Reinforcement or ways forward? The Police Journal. ISSN 0032-258X. s. 1–16. doi: 10.1177/0032258X241280199. Fulltekst i vitenarkiv
• Filstad, Cathrine; Karp, Tom & Rød, Anne (2024). What do we know about police leadership?: A review of the current status of police leadership research and practice, with suggestions for future research directions. Policing and Society: An International Journal of Research and Policy. ISSN 1043-9463. doi: 10.1080/10439463.2024.2407399. Fulltekst i vitenarkiv Vis sammendrag

  This article, which consists of three systematic reviews covering the period 1992–2023, focuses on why scholarly knowledge of effective police leadership is limited. The literature on police leadership amounts to just 197 peer-reviewed journal articles; most of these are leader-centric and tend to uncritically echo the conventional literature, focusing on police leaders` traits and styles as independent of context and practice. Using three surveys of peer-reviewed journal articles and a sample of around ten contributions to the contemporary critical leadership literature on police leadership research, we make a series of recommendations for future directions. Firstly, the collective and relational nature of police leadership, which is understood to be a co-production involving leaders and followers, is under-researched. Secondly, studies are needed to narrow the gap between leadership theories and police leadership practice and recognise the need for research on what works or does not work. Thirdly, conceptual parameters and their effects on police leadership, particularly organisational, structural, and hierarchical conditions, should be examined in more detail. Each suggestion highlights the socially constructed, situated, relational processes and practice-orientated nature of leadership, which is essential if future research is to be relevant to police forces.

• Filstad, Cathrine (2023). Ledelse som praksis. I Thon, Andreas Norgår; Traavik, Laura E. Mercer & Vedøy, Kjetil Andreas (Red.), HR i møte med det nye arbeidslivet. Cappelen Damm Akademisk. ISSN 9788202717223. s. 91–113. Fulltekst i vitenarkiv
• Hoel, Linda Antoniett & Filstad, Cathrine (2023). The police’s intelligence-led crisis management: Crossing knowledge boundaries of operational and intelligence practices during acute crises. The Police Journal. ISSN 0032-258X. doi: 10.1177/0032258X231196117. Fulltekst i vitenarkiv Vis sammendrag

  Major, acute crises call for efficient crisis management. This study examines how understandings of police operational and intelligence officers affect collaboration and information sharing during acute crises. The paper shows the crisis management structure impedes collaboration in developing a collective understanding. Knowledge gaps led to difficulty in sharing information and intelligence, and, in decision-making meetings, in trusting the intelligence analysis. The study provides insight into social prerequisites necessary for managers’ collaborative work to be coherent and meaningful. The discussion concentrates on bridging the gap between operational and intelligence practices by reducing the existing knowledge boundaries.

• Filstad, Cathrine & Karp, Tom (2023). Possible Co-productions of Change Among Police Leaders and Police Officers in the Norwegian Police Reform. Nordic Journal of Studies in Policing (NJSP). 10(1), s. 1–13. doi: 10.18261/njsp.10.1.11. Fulltekst i vitenarkiv
• Filstad, Cathrine; Olsen, Trude Høgvold & Thomassen, Anja Overgaard (2022). When sensemaking remains local: implications for distributed sensemaking in reform implementation. Journal of Workplace Learning. ISSN 1366-5626. 35(3). doi: 10.1108/JWL-03-2022-0032. Fulltekst i vitenarkiv Vis sammendrag

  Purpose - This paper aims to contribute to the literature on distributed sensemaking by studying how the police establish and develop their new position as police contacts during the police reform.<p> <p>Design/methodology/approach - The authors studied how the position of police contact, a cornerstone of the recent Norwegian police reform, was interpreted and practised. The authors interviewed police contacts at two different times during reform implementation to explore how they made sense of and practised their job.<p> <p>Findings - The authors identified three interpretations of the position of police contact and describe them as ideal types: an administrative position, a professional position and a strategic position. The ideal types were reinforced rather than developing towards a shared understanding. Our data demonstrate that the sensemaking processes and experimentation to settle into the new position involved local actors internally in the police and externally in relation to local authorities, and reinforced local interpretations.<p> <p>Originality/value - This study supports the notion of sensemaking as distributed but extends previous research by suggesting that “ideal types” help us understand the content of interpretations. This study also extends the understanding by showing that distributed sensemaking takes place as individuals make sense of more open-ended problems. This challenges the understanding of the term distributed, because unless challenged, distributed sensemaking in isolated pockets of the organization remain local, and the authors suggest that the term local distributed sensemaking captures this phenomenon.

• Filstad, Cathrine (2022). ‘If I’m not police, then who am I?’: About belonging and identity in the police. International Journal of Police Science and Management. ISSN 1461-3557. 24(4). doi: 10.1177/14613557221106099. Fulltekst i vitenarkiv
• Filstad, Cathrine (2021). The Power and politics of reforming leadership practices. Policing: A Journal of Policy and Practice. ISSN 1752-4512. 15(3), s. 1904–1915. doi: 10.1093/police/paab032. Fulltekst i vitenarkiv Vis sammendrag

  This article contradicts ‘resistance to change’ by investigating power and politics in change contexts. Our aim is to ascertain how studies of power structure and political activities add to the change management literature and the police reform literature. We studied the Norwegian police reform using inductive, qualitative studies that took the form of shadowing 27 police leaders, 6 months of field studies, 63 formal interviews, and a substantial number of informal conversations with police leaders and peers. Police reforms cannot be controlled by top-management. Instead, power and politics needs to be acknowledged and addressed as part of change initiatives being challenge, discussed, transparent, communicated, and made sense in creating the balance between exploration and exploitation of competencies how to change and why. Police leaders, as change intermediaries, are expected to exercise different forms of powers and engage in sensegiving and sensemaking activities to ensure implementation of the police reform.

• Jakobsen, Helene Filstad & Filstad, Cathrine (2020). Crossing knowledge boundaries in interprofessional collaborations knowledge sharing in the child's best interest. Nordic Journal of Studies in Policing (NJSP). 7(2), s. 121–136. doi: 10.18261/issn.2703-7045-2020-02-04. Fulltekst i vitenarkiv
• Filstad, Cathrine; Olsen, Trude Høgvold & Karp, Tom (2020). Constructing managerial manoeuvring space in contradictory contexts. European Management Journal. ISSN 0263-2373. doi: 10.1016/j.emj.2020.10.003. Fulltekst i vitenarkiv Vis sammendrag

  This paper discusses manoeuvring space and demonstrates how autonomy, power and discretion need to be understood as constructed and integrated behaviours where managers manoeuvre between dilemmas in their own management practices. Twenty-seven Norwegian police managers were shadowed and interviewed. We found that constructions of manoeuvring space presupposed that managers balanced dilemmas. We identified three different strategies through which managers constructed manoeuvring space by navigating between dilemmas and actively constructing demands and constraints. These strategies were (1) decoupling, (2) sensegiving and (3) strategic positioning. Our findings add to the managerial discretion literature, arguing that constructions of manoeuvring space are central to managers’ development and to how they create opportunities and possibilities to make choices that balance conflicting dilemmas in contradictory contexts.

• Filstad, Cathrine & Karp, Tom (2020). Police leadership as a professional practice. Policing and Society: An International Journal of Research and Policy. ISSN 1043-9463. 31(1). doi: 10.1080/10439463.2020.1777996. Fulltekst i vitenarkiv Vis sammendrag

  In this paper, we ascertain whether a practice-based approach can increase our knowledge of police leadership. This approach represents an alternative to normative management models which have dominated the management literature. The normative approach often focuses on how police leaders must lead as well as on the traits and skills of police leaders. In contrast, our focus is on what leaders do and why and, therefore, what constitutes their professional leadership practices. We conducted qualitative explorative studies with Norwegian police leaders in 2016 and 2018. Our data were collected through the following means: a one-day shadowing of 27 police leaders, six weeks of fieldwork, 63 formal interviews of police leaders and a substantial number of informal conversations with police leaders and subordinates. In our analysis of leadership as practice, we recognise the importance of structural, cultural and contextual conditions as well as the emergent and dynamic nature of leadership practices. We identified four important practice dynamics: producing, relating, interpreting/sensemaking and negotiating. These practice dynamics were concerned with the relationships between leader(s) and employees, often characterised by the following. ‘Taking care of each other’ and ‘us against them’ within a leadership practice. Interpretations and sensemaking of the ‘reality’ within practices and production of policing as collective achievements. The language, symbols; artefacts, the police mission in relation to how it belongs/identifies with the practice and the negotiations of police leaders ‘fighting’ for resources (silos). And the continuously creation of manoeuvring spaces in what constitute police leaderś professional practice.

• Filstad, Cathrine; Traavik, Laura E. Mercer & Gorli, Mara (2019). Belonging at work: the experiences, representations and meanings of belonging. Journal of Workplace Learning. ISSN 1366-5626. 31(2), s. 116–142. doi: 10.1108/JWL-06-2018-0081. Fulltekst i vitenarkiv Vis sammendrag

  Purpose This paper explores what belonging is through the represented experience of people at work. Our aim is to investigate employees’ interpretations of belonging at work and its interrelation with the material, aesthetic and emotional aspects associated to the where, the how, the when workplace is inhabited. Design/methodology/approach In line with the practice turn in social sciences, our study uses the visual method (snaplogs), which includes pictures and texts. Findings Belonging is situated in and integrated with social interactions, materiality, emotions and aesthetics. Belonging is about: 1) being part of something, 2) the process of becoming through constant mediation between material aspects and social components, 3) the process of experiencing boundaries and 4) the attempt to perform, engage and participate (and find spaces for shared practices) in a workplace. Together, they constitute the situatedness, the here and now, of experiences of belonging and the perceived interpretation of being one among equals across organizational boundaries. Research limitations Data were only collected at one point in time. We also relied on our own interpretations of pictures and texts and did not involve the informants in the analysis. Practical implications Being, becoming and belonging are comprised of material, social and affective dimensions. These dimensions should be addressed in order for employees to belong at work. Originality/value This study contributes to the belonging literature on perceived interpretations of what belonging is at work. The paper is also original in terms of the visual method used to grasp the practice representation of belonging experiences.

• Nilsen, Jon-Andre; Aaserud, Terje & Filstad, Cathrine (2018). Learning how to lead police investigations. International Journal of Police Science and Management. ISSN 1461-3557. 20(3), s. 185–195. doi: 10.1177/1461355718793662. Fulltekst i vitenarkiv Vis sammendrag

  The aim of this article was to investigate how police investigation leaders learn leadership and whether the facilitation of learning activities and learning methods might bridge the well-known gap between teaching and learning leadership. Using action research, we constructed an ‘i-leader’ learning pool consisting of police investigation leaders. The pool provided interactive and collaborative learning activities that included reflection, knowledge sharing and social support. Participants were receptive to this learning initiative, but also argued that ‘learning by doing’ is most important because it allows for communication and cooperation between colleagues in the context of their everyday leadership practice. They acknowledged the need for reflection and argued that the pool provides important reflection time, which they lack in their everyday practice. Participants also found the learning methods, particularly the ‘group support methodology’ and the new network useful for their own leadership development. However, using these new learning methods ‘back home’ was more challenging. Participants did not have time to prioritize and develop this new network. Providing Learning methods and building a network takes time and must be relevant to everyday leadership practice. The significance of their leadership practice and how to accumulate experience as the basis for reflection was acknowledged, but still needs to be applied within leadership practice. Bridging the gap between teaching and learning is not just about providing learning and reflection methods, but also about learning how to apply new knowledge through experience, where reflection Ensures that learning in practice is not ‘due to change’.

• Olsen, Trude Høgvold; Glad, Tone & Filstad, Cathrine (2018). Learning to learn differently. Journal of Workplace Learning. ISSN 1366-5626. 30(1), s. 18–31. doi: 10.1108/JWL-04-2017-0032. Fulltekst i vitenarkiv Vis sammendrag

  Purpose:This paper aims to investigate whether the formal and informal learning patterns of community health-care nurses changed in the wake of a reform that altered their work by introducing new patient groups, and to explore whether conditions in the new workplaces facilitated or impeded shifts in learning patterns. Design/methodology/approach: Data were collected through interviews with experienced nurses in community health care to learn whether and how they changed their learning patterns and the challenges they experienced in establishing new work practices. Findings: In established learning patterns among nurses, the most experienced nurse passes on the knowledge to novices. These knowledge boundaries were challenged and they created new contexts and tasks calling for more cross-disciplinary cooperation. The informants acknowledged the need for formal and informal learning activities to change their learning pattern in addressing new knowledge challenges. Structural and cultural factors in community health care impeded changes in individual and collective learning patterns. Research limitations/implications: This paper reports a single case study. Further study is needed on how changes in structural and contextual conditions challenge the established formal and informal learning patterns. Practical implications: It is crucial that managers facilitate the development of new routines, structures and cultures to support individual initiatives and the growth of necessary changes in established practice to implement a new reform. Originality/value: This study’s contribution to the literature primarily concerns how changes in structural conditions challenge formal and informal learning patterns, and the structural and cultural conditions for these learning patterns.

• Borge, Baard Herman; Filstad, Cathrine; Olsen, Trude Høgvold & Skogmo, Per Øyvind (2018). Diverging assessments of learning organizations during reform implementation. Learning Organization. ISSN 0969-6474. 25(6), s. 399–409. doi: 10.1108/TLO-02-2018-0024. Fulltekst i vitenarkiv Vis sammendrag

  Purpose – This study aims to explore whether hierarchical position and organizational size affect perceptions of a learning organization (LO) during reform implementation. Design/methodology/approach – An electronic survey was distributed in four Norwegian police districts at an early stage of reform implementation. One of the objectives of the reform was to develop the police toward being more knowledge-based, and there had been specific calls for the police to become a LO.The 753 respondents were top managers, middle managers and employees. Findings – Respondents rated their organizations lower than benchmark scores on supportive learning environment, learning processes and practices and leadership that reinforces learning. The perceptions diverged across hierarchical levels: middle managers and top managers gave higher scores to the organization as a learning one than employees did. Respondents from large police districts gave higher scores to their organizational units as LOs than respondents from small police districts. Research limitations/implications – The study captures perceptions of characteristics of a LO at one point in reform implementation, and further studies are needed to fully understand explanations of diverging views within an organization as to whether it can be characterized as a LO. Practical implications – Actual differences in local learning practices or different assessments of learning practices within the organization should be considered when developing LOs. Originality/value – The study contributes to our knowledge of LOs by showing diverging views within the same organization in a context of reform implementation.

• Filstad, Cathrine; Simenova, Boyka & Visser, Max (2018). Crossing power and knowledge boundaries in knowledge sharing: the role of EMS. Learning Organization. ISSN 0969-6474. 25(3), s. 159–168. doi: 10.1108/TLO-02-2017-0024. Fulltekst i vitenarkiv Vis sammendrag

  Purpose: The purpose of this study is to investigate the crossing of knowledge and power boundaries within a bureaucratic organization by using enterprise social media (ESM). (Carlile’s 2002) boundary crossing framework is used to guide this research. Design/methodology/approach: This is a qualitative study based on semi-structured interviews and observations in a large Norwegian public sector organization. Findings: The authors find that investigating crossing knowledge and power boundaries by using ESM is problematic at syntactic, semantic and pragmatic levels. ESM is used predominantly for sharing, storing and retrieving explicit knowledge, which is a display of crossing the information-processing boundary. Hence, the possibilities of shifts in formal power positions where all employees can participate on equal terms is not achieved. On the contrary, as shared meaning on how to use EMS, taking the perspective of other on how to share knowledge and thus creating new knowledge practices in EMS by overcoming these knowledge barriers is not evident. Therefore, examples of crossing the semantic and pragmatic knowledge boundaries are rarely found. Research limitations/implications: The framework could be applied to a variety of contexts to further explore the role of ESM in learning and knowledge sharing and its ability to cross power and knowledge boundaries. Originality/value: This paper addresses a gap in the literature around discussions of power, trust, boundary crossing and the use of ESM for knowledge sharing and learning.

• Filstad, Cathrine; Karp, Tom & Glomseth, Rune (2018). How police leaders learn to lead. Policing: A Journal of Policy and Practice. ISSN 1752-4512. 14(3), s. 601–615. doi: 10.1093/POLICE/PAY043. Fulltekst i vitenarkiv Vis sammendrag

  This article examines how Norwegian police leaders learn to lead and what constitutes police practices. Twenty-seven police leaders were shadowed during and interviewed about their daily practices of policing. We found that police leaders learn foremost through their experiences by practising leadership within the context of police culture. We therefore argue for a shift from teaching to acknowledging learning through practice instead of learning through practice constituting missed opportunities for learning and being ‘due to chance’. The Norwegian police culture and the Norwegian Police Service not being a learning organization will strongly influence what Norwegian police leaders learn. Consequently, Norwegian police leaders learn management more than they learn leadership. We argue for combining management and leadership in future police leadership practices We also argue for the importance of enabling police leaders to construct their manoeuvring space, acknowledging the importance of a manoeuvring space in police leaders’ learning to ensure their learning results in changes in established practices.

• Karp, Tom; Filstad, Cathrine & Glomseth, Rune (2018). 27 Days of Managerial work in the police service. Police Practice & Research. ISSN 1561-4263. s. 1–17. doi: 10.1080/15614263.2018.1526682. Fulltekst i vitenarkiv Vis sammendrag

  The purpose of this study was to uncover the realities of managerial work in the Norwegian police service. Observation and interview of 27 police managers showed that managerial work emerged and unfolded through specific practices, which occurred within a shared organisational practice shaped by police culture, context and mission. Managers practiced in a variety of ways rather than according to a universal set of managerial practices. Individual police managers developed proficiency by carrying out day-to-day work duties. These managerial practices were dependent on dynamic actions and interactions and were subject to expectations and pressures. Police managers earned legitimacy primarily through being foremost among equals. The current findings supported studies suggesting that managers face complexity and uncertainty in their work as well as those that downplay what managers ought to do, focussing instead on what it is possible to achieve. The implication of these findings for practice is that individual police managers need to develop their own ways of tackling personal, strategic, relational and operational challenges.

• Filstad, Cathrine & Gottschalk, Petter (2014). Knowledge management in the police force. I Örtenblad, Anders (Red.), Handbook of Research on Knowledge Management: Adaptation and Context. Edward Elgar Publishing. ISSN 9781783470419. s. 69–86. doi: 10.4337/9781783470426.00015. Fulltekst i vitenarkiv
• Filstad, Cathrine & Gottschalk, Petter (2014). Knowledge management in law firms. I Örtenblad, Anders (Red.), Handbook of Research on Knowledge Management: Adaptation and Context. Edward Elgar Publishing. ISSN 9781783470419. s. 53–68. doi: 10.4337/9781783470426.00014. Fulltekst i vitenarkiv
• Filstad, Cathrine (2014). The politics of sensemaking and sensegiving at work. Journal of Workplace Learning. ISSN 1366-5626. 26(1), s. 3–21. doi: 10.1108/JWL-03-2012-0016. Fulltekst i vitenarkiv Vis sammendrag

  Purpose – The aim of this paper is to investigate how political activities and processes influence sensemaking and sensegiving among top management, middle management and employees and to examine its consequences for implementing new knowledge. Methodology – Data were collected in a Norwegian bank using in-depth interviews with middle managers and financial advisers. Observations of meetings, informal conversations and verbatim notes were also used in data collection among top managers. A practice-based approach was used as an analytical lens. Findings – Top managers’ political activities of excluding others from the decision process affects their sensemaking and resulted in sensegiving contradictions between spoken intent and how to change practice. Middle managers’ political activities were to accept top managers’ sensegiving instead of managing themselves in their own sensemaking to help financial advisers with how to change their role and practice. As a result, middle managers’ sensemaking affects their engagement in sensegiving. For financial advisers, the political processes of top and middle managers resulted in resistance and not making sense of how to change and implement new knowledge. Originality – No studies to our knowledge identify the three-way conceptual relationship between political activities, sensemaking and sensegiving. In addition, we believe that the originality lies in investigating these relationships using a three-level hierarchy of top management, middle management and employees. Research limitations – A total of 30 in-depth interviews, observations of five meetings and informal conversations might call for further studies. In addition, a Norwegian study does not account for other countries’ cultural differences concerning leadership style, openness in decisions and employee autonomy.

• Filstad, Cathrine (2014). Learning and knowledge as interrelations between CoPs and NoPs. Learning Organization. ISSN 0969-6474. 21(2), s. 70–82. doi: 10.1108/TLO-11-2012-0077. Fulltekst i vitenarkiv Vis sammendrag

  Purpose – The purpose of our study is to investigate the characteristics and interrelations between informal communities of practice and formal networks of practice and its consequences for learning and new knowledge at work. Methodology – A case study was conducted in a Norwegian bank using qualitative explorative studies and in-depth interviews with financial advisers and their leaders. Findings – Our findings demonstrate that in the absence of integration efforts via a network of practice, multiple communities of practice to ensure knowledge flow is not enough. By the same token, it is possible for new knowledge to be accepted where a community of practice functions cohesively in a singular form in close interrelation with network of practices, but only when both communities of practice and network of practices are supported by a participatory leader. Originality – There are no studies to our knowledge that investigate the interrelations between informal communities of practice and formal network of practices. Research limitations – The total of 30 in-depth interviews might call for further studies. Also, studying a Norway bank alliance does not account for cultural differences between countries.

• Filstad, Cathrine & Gottschalk, Petter (2013). The police force : To be or not to be a learning organization? I Örtenblad, Anders (Red.), Handbook of research on the learning organization : Adaption and context. Edward Elgar Publishing. ISSN 9781781004890. s. 179–210. doi: 10.4337/9781781004906.00020. Fulltekst i vitenarkiv
• Filstad, Cathrine; Hepsø, Vidar & Skarholt, Kari (2013). Connecting Worlds through Self-Synchronization and Boundary Spanning: Crossing Boundaries in Virtual Teams. I Hepsø, Vidar (Red.), Integrated Operations in the Oil and Gas Industry: Sustainability and Capability Development. IGI Global. ISSN 9781466620025. s. 76–90. doi: 10.4018/978-1-4666-2002-5.ch005. Fulltekst i vitenarkiv
• Filstad, Cathrine; Gottschalk, Petter & Solli-Sæther, Hans (2012). Executives´ knowledge of white-collar Crime: learning to prevent criminal behavior. International Journal of Innovation and Learning. ISSN 1471-8197. 11(3), s. 250–267. doi: 10.1504/IJIL.2012.046065. Fulltekst i vitenarkiv Vis sammendrag

  The purpose of this empirical study was to create insights into executives´ knowledge of white-collar crime and how they can prevent criminal behavior in business organizations. That involves mapping their perceptions of magnitude, attitude, risks and offenders. Our research was carried out by a web-based questionnaire combined with a letter to the largest business organizations in Norway. In terms of risk, respondents suggest that probability of white-collar crime is low, while consequences when occurring are substantial. Most likely position category for white-collar crime is a purchasing manager, followed by a marketing manager, and a person in executive management. External and internal control authorities need to focus less on routines and regulations and more on persons in vulnerable positions. This is how criminal behavior can be prevented. Both descriptive statistics as well as correlation analysis in this paper provide new insights into the extent of white-collar crime, as well as attitudes, risks and vulnerable positions for white-collar crime. Concerning executives own knowledge, they claim to be more competent in discovering, and thus preventing, white-collar crime. They also claim an increased police competence.

• Filstad, Cathrine & Gottschalk, Petter (2012). Characteristics of White-Collar Criminals: An Norwegian Study. Journal of Money Laundering Control. ISSN 1368-5201. 15(2). doi: 10.1108/13685201211218199. Fulltekst i vitenarkiv Vis sammendrag

  This article addresses the following research question: What are the characteristics of white-collar criminals in Norway? Our research is based on data from articles in Norwegian financial newspapers for one year were a total of 67 white-collar criminals convicted to jail sentence were identified. Our sample is analyzed and presented in comparising with especially U.S. literature on characteristics of white-collar criminals, which is believed to be both general and limited. Our contribution is also important, as studies of white-collar criminals so far has focused on case studies rather than statistical analysis of a larger sample. We find that the typically white-collar criminal is male, 46 years old, involved with first time crime of the amount of 30 million US dollars and convicted to 3 years of imprisonment. As a contradiction to previous literature on white-collar crime, we also find that they are not part of upper-class and higly education. On the contrary, even though mostly being leaders, they are not higly educated, but have a position that gives them access to money. Consequently, we also find that manipulation and fraud is the most common form of white-collar crime in Norway.

• Filstad, Cathrine & Gottschalk, Petter (2011). Becoming a learning organization: The espoused values of police managers from two Norwegian districts. Learning Organization. ISSN 0969-6474. 18(6), s. 486–500. doi: 10.1108/09696471111171321. Fulltekst i vitenarkiv Vis sammendrag

  Purpose – The aim of this paper is to investigate the extent to which espoused values among police managers in the Norwegian police force are compatible with those of a learning organization. Design/methodology/approach – A questionnaire was developed and administered to police managers in two police districts in Norway. A set of values was developed to measure police culture and their significant correlation with those of a learning organization. All values were believed to represent cultural dimensions of potential importance to law enforcement performance. Findings – It was found that police managers espoused values of informality and empowerment rather than authority and hierarchical order. These values are the only police values that are found to be significantly correlated with those of a learning organization. Moreover, these findings contradict the previous literature within policing, which describes a police culture of hierarchy, authority and closeness. Also, these values only represent two of the eight values that were found to be crucial for becoming a learning organization. Research limitations/implications – There is a need for police managers to both espouse and enact values in accordance of those of a learning organization, but this study only investigates espoused values. Hence, further research is needed to investigate the possibilities for the Norwegian police force to become a learning organization. Originality/value – The paper provides empirical research to generate insights into espoused values of the Norwegian police force and identifies those values that are crucial for their possibilities of becoming a learning organization

• Filstad, Cathrine (2011). Organizational Commitment through Organizational Socialization. Journal of Workplace Learning. ISSN 1366-5626. 23(6), s. 376–390. doi: 10.1108/13665621111154395. Fulltekst i vitenarkiv
• Filstad, Cathrine & McManus, Jacqueline (2011). Transforming knowledge to knowing at work: the experience of newcomers. International Journal of Lifelong Education. ISSN 0260-1370. 30(6), s. 763–780. doi: 10.1080/02601370.2011.625573. Fulltekst i vitenarkiv Vis sammendrag

  This paper explores how newcomers experience their transition to work as they strive to move from a position of ‘educational’ knowledge to professional knowing. Hence, we focus on how newcomers learn to transform knowledge to knowing at work. We do this through the analysis of two ethnographic case studies: one with a focus on new office workers and the other on newly employed paramedics. In our analysis, we approach knowledge as a question of knowing through practise. This enables us to recognize the complexities of learning at and for work and learning and knowing as integrated processes, where learning is situated, relational and mediated. We find that newcomers´ learning occurs through social interactions and participation, not simply by joining in but involving complex interactions to first find and grasp the pathways or the ‘codes’ (established organizational culture) that enable fruitful participation. Getting access to colleagues and thus, established practise is already considered important support for newcomers to learn to enact ‘educational’ knowledge professionally. However, we find that what is most important for newcomers is how they become knowledgeable as they recognize that it is not their educational knowledge, but working out how to engage and participate in the social practises, that counts.

• Filstad, Cathrine & Gottschalk, Petter (2011). Performance evaluation of police oversight agencies. Policing and Society: An International Journal of Research and Policy. ISSN 1043-9463. 21(1), s. 96–109. doi: 10.1080/10439463.2010.540653. Fulltekst i vitenarkiv
• Gottschalk, Petter; Filstad, Cathrine; Glomseth, Rune & Solli-Sæther, Hans Arthur (2011). Information management for investigation and prevention of white-collar crime. International Journal of Information Management. ISSN 0268-4012. 31(3), s. 226–233. doi: 10.1016/j.ijinfomgt.2010.07.002. Fulltekst i vitenarkiv
• Filstad, Cathrine (2010). Learning to be a competent paramedic: emotional management in emotional work. International Journal of Work Organisation and Emotion. ISSN 1740-8938. 3(4), s. 368–383. Fulltekst i vitenarkiv
• Filstad, Cathrine (2010). A Social and Cultural Approach to Newcomers Workplace Learning, Westover, J.H. (ed), Traning the next generation of knowledge workers. Common Ground Publisher. Fulltekst i vitenarkiv
• Filstad, Cathrine (2010). Suksesskriterier for etablering av en sterk læringskultur. Magma forskning og viten. ISSN 1500-0788. 13(3), s. 63–70. Fulltekst i vitenarkiv
• Filstad, Cathrine & Gottschalk, Petter (2010). Creating a learning organization in law enforcement: Maturity levels for police oversight agencies. Learning Organization. ISSN 0969-6474. 17(5), s. 404–418. Fulltekst i vitenarkiv
• Filstad, Cathrine & Gottschalk, Petter (2010). Collectivism versus individualism in police cultures. International Journal of Human Resources Development and Management. ISSN 1465-6612. 10(2), s. 117–135. Fulltekst i vitenarkiv
• Filstad, Cathrine & Gottschalk, Petter (2010). Knowing in mobile organizations - trust and knowledge sharing in virtual teams. International Journal of Mobile Learning and Organisation. ISSN 1746-725X. 4(3), s. 269–280. Fulltekst i vitenarkiv
• Filstad, Cathrine & Gottschalk, Petter (2009). How knowledge organizations work: The case of real estate agencies. International Real Estate Review. ISSN 1029-6131. 12(1), s. 88–97. Fulltekst i vitenarkiv
• Filstad, Cathrine; Dean, Geoff; Fahsing, Ivar Andre & Gottschalk, Petter (2008). Newcomers’ use of colleagues as role models: Research propositions for investigative thinking styles of law enforcement detectives. Knowledge and Process Management. ISSN 1092-4604. 14(2), s. 71–80. Fulltekst i vitenarkiv
• Filstad, Cathrine (2008). Nye perspektiver på læring og kunnskapsutvikling i organisasjoner. Magma forskning og viten. ISSN 1500-0788. 11(1), s. 55–62. Fulltekst i vitenarkiv
• Blåka, Gunnhild & Filstad, Cathrine (2007). How Does a Newcomer Construct Identity? A Socio-Cultural Approach to Workplace Learning. International Journal of Lifelong Education. ISSN 0260-1370. 26(1). Fulltekst i vitenarkiv
• Fahsing, Ivar Andre; Filstad, Cathrine; Gottschalk, Petter & Gottschalk, Petter (2007). Research propositions for the use of role models in law enforcement: The case of newcomers in police investigations. International Journal of Innovation and Learning. ISSN 1471-8197. 4(5), s. 501–515. Fulltekst i vitenarkiv
• Filstad, Cathrine; Dean, Geoff; Fahsing, Ivar Andre; Gottschalk, Petter & Gottschalk, Petter (2007). Newcomer`s use of colleagues as role models: Research propositions for investigative thinking styles of law enforcement detectives. Knowledge and Process Management. ISSN 1092-4604. 14(2), s. 71–80. Fulltekst i vitenarkiv
• Dean, Geoff; Filstad, Cathrine & Gottschalk, Petter (2006). Knowledge Sharing in Criminal Investigations: An Empirical Study of Norwegian Police as Value Shop. Criminal justice studies. ISSN 1478-601X. 19(4), s. 423–437. Fulltekst i vitenarkiv
• Blaaka, G. & Filstad, Cathrine (2005). A Social and Cultural Approach to Newcomers´Learning Processes in Two Different Communties. The International Journal of Learning. ISSN 1447-9494. 12(12), s. 63–70. Fulltekst i vitenarkiv
• Filstad, Cathrine (2004). Rollemodeller i organisasjoner. Magma forskning og viten. ISSN 1500-0788. 7(1). Fulltekst i vitenarkiv
• Filstad, Cathrine & Rosendahl, Tom (2004). Globalisering av kunnskap i kompetanseledelse og organisatorisk læring. Beta – Scandinavian Journal of Business Research. ISSN 0801-3322. 18(1). Fulltekst i vitenarkiv
• Filstad, Cathrine (2004). How newcomers use role models in organizational socialization. Journal of Workplace Learning. ISSN 1366-5626. 16(7), s. 396–409. Fulltekst i vitenarkiv

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• Filstad, Cathrine (2022). Police leadership as practice. Routledge. ISBN 9781032123288. Fulltekst i vitenarkiv
• Filstad, Cathrine (2022). Organisasjonslæring: fra kunnskap til kompetanse. Fagbokforlaget. ISBN 9788245038958. 377 s. Fulltekst i vitenarkiv
• Filstad, Cathrine (2020). Politiledelse som praksis. Fagbokforlaget. ISBN 9788245027877. Fulltekst i vitenarkiv
• Filstad, Cathrine (2017). Nyansattes organisasjonssosialisering: Læringsstrategier og perspektiver. Fagbokforlaget. ISBN 9788245019872. 180 s. Fulltekst i vitenarkiv
• Filstad, Cathrine (2016). Organisasjonslæring - fra kunnskap til kompetanse, 2utg. Fagbokforlaget. ISBN 9788245019926. 326 s. Fulltekst i vitenarkiv
• Filstad, Cathrine (2012). Organisasjonslärende - från kunskap til kompetens. Studentlitteratur AB. ISBN 9789144073941. 315 s. Fulltekst i vitenarkiv
• Filstad, Cathrine (2010). Organisasjonslæring: fra kunnskap til kompetanse. Fagbokforlaget. ISBN 9788245007794. Fulltekst i vitenarkiv
• Filstad, Cathrine & Blaaka, G. (2007). Learning in Organizations. Cappelen Damm Akademisk. Fulltekst i vitenarkiv
• Blaaka, G. & Filstad, Cathrine (2007). Læring i helseorganisasjoner. Cappelen Damm Akademisk. Fulltekst i vitenarkiv
• Filstad, Cathrine; Hildebrandt, Steen & Rishøj, Sif (2004). Familien på arbeid : om å skape sammenheng mellom arbeidsliv og familieliv. Abstrakt forlag. ISBN 9788279351139. 234 s. Fulltekst i vitenarkiv

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• Filstad, Cathrine (2026). Etterforskningsledelse i praksis. Fulltekst i vitenarkiv Vis sammendrag

  Dette prosjektet har studert hvordan etterforskningsledelse utøves i praksis – og hvordan etterforskningsledelse i praksis påvirkes av ledelsesmessige, organisatoriske, strukturelle og kulturelle betingelser for god kvalitet i etterforskningsarbeidet. Utgangspunktet har vært et praksisperspektiv på ledelse – som gjør det mulig å studere kompleksiteten, det situasjonsavhengige, det relasjonelle, det kollektivt samskapende, det strukturelle og også det kulturelle som påvirker etterforskningsledelse. Det igjen innebærer å zoome inn på hvordan etterforskningsledelse utspiller seg i praksis så konkret som mulig – og å zoome ut – for å forstå og å beskrive de rammebetingelsene som fremmer og hemmer god kvalitet i etterforskningsarbeid. Et praksisperspektiv har gjort det mulig å undersøke både det formelle – ledelse, roller, strukturer, systemer og styringslinjer – og det uformelle, særlig i betydningen av de uformelle praksisfellesskapene (se fullstendig sammendrag i rapporten s. 7-10).

• Drake, Irmelin & Filstad, Cathrine (2023). Tilhørighet redder liv - en paneldebatt ledet av Thomas Seltzer. [Internet]. https://youtu.be/EKfcfn0eOSE?si=S14tvz_enBCdCacK . Fulltekst i vitenarkiv
• Karp, Tom & Filstad, Cathrine (2023). Hvem skal bestemme i politiet. Fulltekst i vitenarkiv
• Bjørkelo, Brita; Eckblad, Kjersti; Sandvik, Asle Makoto; Filstad, Cathrine; Hoel, Linda Antoniett & Boe, Ole [Vis alle 8 forfattere av denne artikkelen] (2022). Troen på en eller flere veier til læring. Fulltekst i vitenarkiv
• Olsen, Trude Høgvold; Thomassen, Anja Overgaard; Filstad, Cathrine & Gjeruldsen, Iselin (2021). Implementation of reforms as local distributed sensemaking in loosely coupled organizations. Fulltekst i vitenarkiv
• Bjørkelo, Brita; Hoel, Linda Antoniett; Eckblad, Kjersti; Filstad, Cathrine & Wathne, Christin Thea (2020). Et genuint ønske om utvikling: Politiet skal bør og må lære av sine feil. s. 32–33. Fulltekst i vitenarkiv
• Bjørkelo, Brita; Sandvik, Asle Makoto; Wathne, Christin Thea; Eckblad, Kjersti; Olsvik, Egil Hove & Hoel, Linda Antoniett [Vis alle 8 forfattere av denne artikkelen] (2020). En undring over forskningsformidling og retorikk. Fulltekst i vitenarkiv
• Bjørkelo, Brita; Hoel, Linda Antoniett; Eckblad, Kjersti; Filstad, Cathrine; Wathne, Christin Thea & Olsvik, Egil Hove (2020). Kritikken treffer ikke. s. 31–31. Fulltekst i vitenarkiv
• Ellefsen, Hjørdis Birgitte; Filstad, Cathrine; Gundhus, Helene Ingebrigtsen; Jahnsen, Synnøve Økland & Wathne, Christin Thea (2020). En prinsippløs og selvmotsigende politipolitikk. Fulltekst i vitenarkiv
• Sørli, Vanja Lundgren; Ellefsen, Hjørdis Birgitte; Egge, Marit; Filstad, Cathrine; Glomseth, Rune & Larsson, Paul (2019). Regjeringens mål om politidekning er utdatert. Politiforum. ISSN 1500-6921. Fulltekst i vitenarkiv
• Karp, Tom & Filstad, Cathrine (2019). Noe galt med lederkulturen? Det finner vi ingen bevis for. Politiforum. ISSN 1500-6921. Fulltekst i vitenarkiv
• Filstad, Cathrine & Karp, Tom (2019). Evaluering, implementering og resultater av nærpolitireformen. Fulltekst i vitenarkiv
• Filstad, Cathrine & Karp, Tom (2018). Politiet venter... Fulltekst i vitenarkiv
• Filstad, Cathrine & Karp, Tom (2018). Enten må politiet få mer penger, eller så må ambisjonen og tempoet i reformen senkes. Fulltekst i vitenarkiv
• Filstad, Cathrine (2018). Hvordan politiledere lærer å lede. Politiforum. ISSN 1500-6921. 9, s. 40–41. Fulltekst i vitenarkiv
• Borge, Baard Herman; Filstad, Cathrine; Olsen, Trude Høgvold & Skogmo, Per Øyvind (2017). Diverging views of the Norwegian Police Services as a Learning Organization. Fulltekst i vitenarkiv
• Filstad, Cathrine; Glomseth, Rune & Karp, Tom (2017). Er det noe galt med lederkulturen i politiet? Fulltekst i vitenarkiv
• Filstad, Cathrine (2017). Ledelse læres mens man leder. BI Business Review. Fulltekst i vitenarkiv
• Filstad, Cathrine & Olsen, Trude Høgvold (2017). Change readiness and socially constructed manoeuvring space: Dilemmas police leaders encounter as change agents. Fulltekst i vitenarkiv
• Filstad, Cathrine; Traavik, Laura E. Mercer & Gorli, Mara (2017). The Sense of Belonging At Work: Investigating its Dynamicity between Representation and Interpretation. Fulltekst i vitenarkiv
• Filstad, Cathrine (2017). Ledelse av kompetanse: kompetent ledelse. I Aas, Marit & Paulsen, Jan Merok (Red.), Ledelse i fremtidens skole. Fagbokforlaget. ISSN 9788245020168. s. 123–141. Fulltekst i vitenarkiv
• Filstad, Cathrine (2017). Ledelse for kompetanse og kompetent ledelse. I Heier, Tormod (Red.), Kompetanseforvaltning i Forsvaret. Fagbokforlaget. ISSN 9788245021172. s. 31–51. Fulltekst i vitenarkiv
• Simenova, Boyka; Easterby-Smith, Mark; Bogolyubov, Pavel & Filstad, Cathrine (2016). Power and trust in knowledge sharing: a systematic review. Fulltekst i vitenarkiv
• Arnulf, Jan Ketil & Filstad, Cathrine (2016). Politiledelse – noe for seg selv? Fulltekst i vitenarkiv
• Glomseth, Rune; Karp, Tom; Filstad, Cathrine & Dahl, Terje (2016). Hva gjør egentlig politiledere? Fulltekst i vitenarkiv
• Filstad, Cathrine; Karp, Tom; Glomseth, Rune & Dahl, Terje (2016). Farlige halvsannheter som fasit i politiet. Fulltekst i vitenarkiv
• Filstad, Cathrine & Traavik, Laura E. Mercer (2016). Senses of belonging: Getting underneath notions of identity. Fulltekst i vitenarkiv
• Filstad, Cathrine (2014). Tillit til å dele kunnskap. [Journal]. BI Leadership Magazine. Fulltekst i vitenarkiv
• Filstad, Cathrine (2014). Like barn leker best. [Journal]. Kapital. Fulltekst i vitenarkiv
• Filstad, Cathrine (2014). Uformelle arenaer viktige i lederutvikling - viktige funn om praksisfellesskap. [Journal]. Ukeavisen Ledelse. Fulltekst i vitenarkiv
• Filstad, Cathrine (2014). Hvordan lykkes med kunnskapsdeling? [Journal]. Ukeavisen Ledelse. Fulltekst i vitenarkiv
• Filstad, Cathrine (2014). Gi mellomlederne makt. [Journal]. Ledernytt. Fulltekst i vitenarkiv
• Filstad, Cathrine; Geppert, Mike & Visser, Max (2011). Power and politics in organizational learning and knowing. Fulltekst i vitenarkiv
• Filstad, Cathrine (2011). Taus kunnskap er gull. Kapital. ISSN 0332-5423. Fulltekst i vitenarkiv
• Filstad, Cathrine (2011). Innovation and organizational learning. Fulltekst i vitenarkiv
• Filstad, Cathrine (2008). Nye perspektiver på læring og kunnskapsutvikling i organisasjoner. Magma forskning og viten. ISSN 1500-0788. Fulltekst i vitenarkiv
• Filstad, Cathrine (2020). Politiledelse og ledelse av nærpolitireformen: Forskning, diskusjoner og refleksjoner. Politihøgskolen. ISSN 9788278081532. Fulltekst i vitenarkiv Vis sammendrag

  Det er mange problemstillinger som er analysert i denne rapporten. Det har gitt noen utfordringer i presentasjonen av forskningsresultatene. Den røde tråden i rapporten er koblet til hovedproblemstillingene om hva kjennetegner politiledelse i praksis, endringsledelse i nærpolitireformen og hvordan politiledere lærer ledelse/endringsledelse. Rapporten gir også en evaluering av beslutninger og prosesser for implementering av nærpolitireformen. Forskningsmetoder er hovedsakelig eksplorative kvalitative studier i form av 27 dager med skygging/observasjoner, 2 fokusgrupper, 115 intervjuer, utallige uformelle samtaler og 4 sammen-hengende måneder og 35 dager med feltstudier. I tillegg er det gjennomført en to-delt spørre-undersøkelse i hele politiet. I den først delen fikk vi 4450 svar (svarprosent 35-40%). Den andre delen ble kun sendt til de som svarte på første del av undersøkelsen. Den andre delen oppnådde 2678 svar (svarprosent 60%). Se fullstendig sammendrag i rapporten.

• Filstad, Cathrine & Karp, Tom (2019). Evaluering, implementering og resultater av nærpolitireformen. Politihøgskolen. Fulltekst i vitenarkiv
• Filstad, Cathrine & Karp, Tom (2018). Ledelse, implementering, effekter og resultater av nærpolitireformen. Politihøgskolen. Fulltekst i vitenarkiv Vis sammendrag

  Det er fortsatt implementeringsprosesser av reformen, heller enn effekter og resultater som er situasjonen i politiet i dag. Reformen er fortatt i en tidlig fase, og vi er derfor sterkt kritiske til at det allerede nå skal ta ut effekter av reformen. Heller må det tas tak i manglende støtte og forståelse av at denne reformen skal ivareta politiets uttrykte behov for bedre ledelse, mer ressursutnyttelse og mer kunnskapsbaserte polititjenester. Reformen er lite forankret i politiet, og bygger i begrenset grad på den kompetansen som politiet har. De fleste i politiet har ikke vært involvert i planleggingen og tilsvarende mange følger at den kompetansen de innehar ikke blir verdsatt eller blir hørt i utvikling av nye polititjenester. Dette er forhold som skjer i alle endringsprosesser, men tallene fra spørreundersøkelsen er så negative, og støttes også av våre kvalitative studier, at det vanskelig kan forklares med at det er motstand som må påregnes ved store endringsprosesser (se fullstendig sammendrag i rapporten).

• Filstad, Cathrine (2009). Suksesskriterier for en sterk læringskultur i Sparebank1 Alliansen. Sparebank 1. Fulltekst i vitenarkiv

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