Creativity and innovation in the police service: a case study of the Abu Dhabi police

This research aimed to explore employees' understanding and lived experiences of creativity and innovation in the Abu Dhabi Police (ADP) service. As a result, the study had three research objectives: (i) to explore employees' organisational experiences of creativity and innovation in the ADP; (ii) to explain employees' understanding of organisational creativity and innovation in the ADP; and (iii) to describe the barriers to and opportunities for creativity and innovation in the ADP from the employees' perspectives.

These research objectives were achieved through a phenomenological case study, which is a fusion of two qualitative research methodologies. The intended data were collected from 35 participants through semi-structured interviews. The sample mainly consisted of high-ranking officers, mid-level officers, junior-level officers in the ADP, and civilians who had recently sought services of the ADP. The collected data were analysed using the interpretative phenomenal analysis method to ascribe meaning.

Concerning the organisational experiences regarding creativity and innovation in the ADP (first objective), the study showed the ADP provided an atmosphere that was relatively conducive to generate and pursue ideas to fruition. This was evidenced by funding and offering other forms of support to the proposed ideas; welcoming creative and innovative ideas from all employees indiscriminately; engaging officers in activities to stimulate their creativity; and launching the Innovation Suggestion System to facilitate obtaining and utilising employees' creative ideas. The ADP also had performance measurement criteria to assess and review innovation progress within the organisation as well as an annual appraisal programme to reward officers with the most effective service delivery with allowances and
complimentary bonuses. Some of the negative experiences reported included disregarding opinions from low-level officers and slowly adopting some ideas, especially those that required more resources.

Concerning employees' understanding of organisational creativity and innovation in the ADP (second objective), the study revealed a relatively universal view within the service whereby organisational innovation is perceived as the act of bringing ideas to life. Innovation was perceived as building on an existing idea to improve it. In contrast, creativity was perceived and defined differently by different stakeholders, with the vast majority of the interviewed participants perceiving it as a process through which ideas were formed and problems solved.

Finally, despite the monumental strides that the ADP department has made towards nurturing a culture of creativity and innovation in the police service, the study found several barriers to creativity and innovation, including fear of failure, inadequate funding to support some of the proposed initiatives, busy schedules and lack of time to think differently, as well as complacency and contentment with the status quo. The ADP was also found to have numerous opportunities to raise its creativity and innovation a notch higher. The main opportunities identified in this study included the adoption of technologies such as artificial intelligence and the Internet of Things (IoT) as well as the adoption of policing strategies such as predictive policing. The continued hiring of young officers who were less risk-averse was also found to be another great opportunity of promoting creativity and innovation within the ADP.