Strategic planning failures in law enforcement organisations: a qualitative management perspective

Phillip Vuma and Grace Vuma
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Phillip Vuma: STADIO
Grace Vuma: STADIO

International Journal of Research in Business and Social Science (2147-4478), 2026, vol. 15, issue 4, 489-501

Abstract: This exploratory qualitative study investigates the systemic factors contributing to persistent failures in strategic planning within law enforcement organisations. Drawing on 25 semi-structured interviews with strategic planners, station commanders, middle managers, and senior law enforcement managers, the study examines how organisational experiences, perceptions, and institutional dynamics shape the development and implementation of strategic plans. Guided by Systems Theory, New Public Management, Public Value Theory, and Evidence-Based Policing, the study applies Braun and Clarke’s thematic analysis to identify critical weaknesses in environmental scanning, leadership stability, evidence utilisation, organisational capacity, resource allocation, and monitoring and evaluation mechanisms. The findings reveal that strategic planning failures are deeply rooted in governance gaps, fragmented organisational processes, and inadequate analytical and institutional capacity. The study refines the Integrated Strategic Planning Model for Law Enforcement (ISP-LE) and offers practical recommendations to strengthen evidence-informed, democratically aligned, and operationally grounded planning. Implications for policy, organisational reform, and future research are discussed. Key Words: Strategic planning; law enforcement management; public sector governance; organisational performance; evidence-based policing

Date: 2026
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Persistent link: https://EconPapers.repec.org/RePEc:rbs:ijbrss:v:15:y:2026:i:4:p:489

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