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Published by:
Copenhagen Business School (CBS) (2013)
10 pages
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This item is part of a free case collection. For terms & conditions go to


Many cases highlight the need for responsible management in regards to transparency of organisations and involvement of stakeholders in decisions that will impact citizens, patients, customers and/or clients. Often these cases take an outside-in approach as they illustrate why it is essential for organisations to work with transparency and involvement with the aim of upholding and further developing a social responsibility to their environment. This case on the other hand takes an inside-out perspective on social responsibility by illustrating how social responsibility is necessary for public and private organisations doing business-in-society. The case concerns the reformation of the Danish Police. In 2007 the Danish Police started implementing an extensive reform that affected all parts of the organisation. Despite thorough planning of the process including several change management initiatives, the reform process was problematic and the following years were challenging and filled with changes and turbulence. Media, politicians and the police itself directed heavy criticism towards the effects of the reform and reviews of the reform as well as of the work of the police were carried out resulting in heavy criticism and additional funding in order to get the police 'back on track'. The case highlights how the external level must be acknowledged in strategic change management as it influences the managerial and the operational level immensely, particularly in highly institutional organisations such as the police. The case is primarily based on a PhD dissertation on the Danish police reform (Degnegaard, 2010), including interviews with relevant internal stakeholders from the Danish Police. This case is part of the CBS free case collection (visit for more information on the collection).


Community engagement; Stakeholder analysis; Change management; Public reform
14,000 employees
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