scholarly journals Harmonizing intelligence terminologies in business: Literature review

2014 ◽  
Vol 3 (4) ◽  
pp. 156-162
Author(s):  
Sivave Mashingaidze
Keyword(s):  
Literature Review ◽  
Business Intelligence ◽  
Competitive Intelligence ◽  
Operating Environment ◽  
Market Intelligence ◽  
Strategic Intelligence ◽  
The Common ◽  
Definition Of ◽  
Competitor Intelligence ◽  
Common Understanding

The principal objective of this article is to do a literature review of different intelligence terminology with the aim of establishing the common attributes and differences, and to propose a universal and comprehensive definition of intelligence for common understanding amongst users. The findings showed that Competitive Intelligence has the broadest scope of intelligence activities covering the whole external operating environment of the company and targeting all levels of decision-making for instance; strategic intelligence, tactical intelligence and operative intelligence. Another terminology was found called Cyber IntelligenceTM which encompasses competitor intelligence, strategic intelligence, market intelligence and counterintelligence. In conclusion although CI has the broadest scope of intelligence and umbrella to many intelligence concepts, still Business Intelligence, and Corporate Intelligence are often used interchangeably as CI.

An Integrative Framework for Strategic Intelligence

2010 ◽  
Vol 1 (4) ◽  
pp. 1-18 ◽  
Author(s):  
Mark Xu ◽  
G. Roland Kaye
Keyword(s):  
Literature Review ◽  
Business Intelligence ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Competitive Intelligence ◽  
Integrative Framework ◽  
Strategic Intelligence ◽  
Intelligence Activity ◽  
Insight Into

This paper defines strategic intelligence as a distinct organisational resource that differs from competitive intelligence (CI) and business intelligence (BI). A literature review unfolds a number of deficiencies in intelligence practice and systems. The findings, based on a case study, suggest that there is a lack of systematic scanning, analysing and support for strategic intelligence. An integrative framework is proposed to guide and improve strategic intelligence activity, which comprises of Key External Intelligence (KEI) and internal Key Performance Indicators (KPI). Implementation issues are discussed. The paper develops novel insight into strategic intelligence, and the proposed solution has implications on enhancing managers’ and an organisations’ sensibility and capability by detecting and responding to emerging strategic signals.

scholarly journals Why you should be interested in intelligence studies

2019 ◽  
Vol 8 (3) ◽  
Author(s):  
Klaus Solberg Soilen
Keyword(s):  
Business Intelligence ◽  
New Technology ◽  
Competitive Intelligence ◽  
New Model ◽  
Market Intelligence ◽  
Technical Intelligence ◽  
Intelligence Studies ◽  
The Subject ◽  
Almost All ◽  
Competitor Intelligence

In this issue most articles are reflections (bibliometrics, scientometrics) on what has been done in intelligence studies in business (IS) and more particularly in competitive intelligence (CI) and business intelligence (BI), so some reflections and analysis on the subject proper seems to be appropriate for thesenotes. Almost all articles in IS (CI, competitor intelligence, market intelligence (MI), BI, and competitive technical intelligence (CTI)) are empirical contributions that show how to work more effectively with need to know information in business. Authors submit empirical articles that solve new and specific problems.It can be a new method, the introduction of a new model or the application of some new technology.

scholarly journals Towards a universal definition of competitive intelligence

2013 ◽  
Vol 15 (2) ◽  
Author(s):  
Rene Pellissier ◽  
Tshilidzi E. Nenzhelele
Keyword(s):  
Competitive Advantage ◽  
Business Intelligence ◽  
Search Engines ◽  
Relevant Literature ◽  
Competitive Intelligence ◽  
Competitive Environment ◽  
Marketing Intelligence ◽  
Universal Definition ◽  
Definition Of ◽  
Common Understanding

Background: Enterprises face intense competition caused by globalisation. Consequently, enterprises look for tools that provide a competitive advantage. Competitive intelligence (CI) provides a competitive advantage to enterprises of all sizes. There are many definitions of CI but no universally accepted one.Objectives: The purpose of this research is to review the current literature on CI with the aim of identifying and analysing CI definitions to establish the commonalities and differences, to propose a universal and comprehensive definition of CI and to set the borders of CI for common understanding amongst CI stakeholders.Method: The study was qualitative in nature and content analysis was conducted on all identified sources establishing and analysing CI definitions. To identify relevant literature, academic databases and search engines were used. A review of references in related studies led to more relevant sources, the references of which were further reviewed and analysed. Keywords ‘competitive intelligence’, ‘marketing intelligence’ and ‘business intelligence’ were used in search engines to find relevant sources. To ensure reliability, only peer-reviewed articles were used.Results: The majority of scholars define CI as a process and acknowledge that CI is collected from the internal and external or competitive environment. They also outline the goals of CI, which are to help in decision-making and provide a competitive advantage.Conclusion: The proposed definition outlines the process, purpose, source, deliverables, beneficiaries, benefit, ethicality and legality of CI, sets out the borders of CI and ensures a common understanding amongst CI stakeholders.

BSC-SI

2016 ◽  
Vol 5 (2) ◽  
pp. 1-14
Author(s):  
Mouhib Alnoukari ◽  
Rakan Razouk ◽  
Abdullatif Hanano
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Business Intelligence ◽  
Competitive Intelligence ◽  
Competitive Advantages ◽  
Corporate Strategies ◽  
Strategic Intelligence ◽  
Flexible Organizations ◽  
Corporate Strategic Management ◽  
The Impact

Integration of Strategic Intelligence with corporate strategic management is becoming of vital importance for modern and flexible organizations in the last few years. The main achievement of this integration is to help decision makers to implement systemically their corporate strategies, adapt easily to changes in the environment, and gain competitive advantages. In this article, the authors will extend the studies in this domain, and clarify the relationships between Business Intelligence, Competitive Intelligence with Strategic Intelligence. They will also explain the impact of Business Intelligence on Corporate Performance Management, Operational Business Process, Competitive Intelligence, and Strategic Intelligence. Finally, the authors will explain the new proposed framework BSC-SI that can facilitate the integration of Strategic Intelligence with Balanced Scorecard methodology.

BSC-SI, A Framework for Integrating Strategic Intelligence in Corporate Strategic Management

2016 ◽  
Vol 7 (1) ◽  
pp. 32-44
Author(s):  
Mouhib Alnoukari ◽  
Rakan Razouk ◽  
Abdullatif Hanano
Keyword(s):  
Strategic Management ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Business Intelligence ◽  
Competitive Intelligence ◽  
Corporate Strategies ◽  
Strategic Intelligence ◽  
Flexible Organizations ◽  
Corporate Strategic Management ◽  
The Impact

Integration of Strategic Intelligence with corporate strategic management is becoming of vital importance for modern and flexible organizations in the last few years. The main achievement of this integration is to help decision makers to systemically implement their corporate strategies, adapt easily to changes in the environment, and gain competitive advantages. This manuscript per the authors will extend the studies in this domain, and clarify the relationships between Business Intelligence, Competitive Intelligence with Strategic Intelligence. It will also explain the impact of Business Intelligence on Corporate Performance Management, Operational Business Process, Competitive Intelligence, and Strategic Intelligence. Finally, it will explain the new proposed framework BSC-SI that can facilitate the integration of Strategic Intelligence with Balanced Scorecard methodology.

A Perspective on Data Mining Integration with Business Intelligence

Data Mining ◽  
2013 ◽  
pp. 1873-1892
Author(s):  
Ana Azevedo ◽  
Manuel Filipe Santos
Keyword(s):  
Data Mining ◽  
Decision Support ◽  
Literature Review ◽  
Decision Support Systems ◽  
Business Intelligence ◽  
Support Systems ◽  
Underlying Structure ◽  
The Past ◽  
Definition Of

Business Intelligence (BI) is an emergent area of the Decision Support Systems (DSS) discipline. Over the past years, the evolution in this area has been considerable. Similarly, in the last years, there has been a huge growth and consolidation of the Data Mining (DM) field. DM is being used with success in BI systems, but a truly DM integration with BI is lacking. The purpose of this chapter is to discuss the relevance of DM integration with BI, and its importance to business users. From the literature review, it was observed that the definition of an underlying structure for BI is missing, and therefore a framework is presented. It was also observed that some efforts are being done that seek the establishment of standards in the DM field, both by academics and by people in the industry. Supported by those findings, this chapter introduces an architecture that can conduct to an effective usage of DM in BI. This architecture includes a DM language that is iterative and interactive in nature. This chapter suggests that the effective usage of DM in BI can be achieved by making DM models accessible to business users, through the use of the presented DM language.

scholarly journals The Relationship between Organizational Wisdom and Knowledge Management, Competitive Intelligence and Business Intelligence

2015 ◽  
Vol 5 (2) ◽  
pp. 73 ◽  
Author(s):  
Mohammad Pourdjam A ◽  
Seyed Ali-Siadat ◽  
Saeed Rajaeepour
Keyword(s):  
Knowledge Management ◽  
Business Intelligence ◽  
Target Population ◽  
Competitive Intelligence ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Strategic Intelligence ◽  
Relationship Of ◽  
The Relationship ◽  
Organizational Wisdom

After the strategic management period in the past decades, signs of forming a new approach are seen with a focus on the wisdom of organizations management. This study was conducted with the purpose of examining the relationship of organizational wisdom and the components of strategic intelligence among employees of the Iranian University of Applied Science and Technology in 2014. The method of this study is descriptive correlation from the cross-sectional survey type and as far as the purpose is concerned, it is in the group of research and development. The target population is the influential employees in organization decision-making including 591 participants and the sample size was estimated to be 236 people and the stratified random sampling used was sensitive to the groups' size. To collect data, a researcher-made questionnaire with 108 items was used with 5-point Likert scale that enjoyed content and construct validity. The Cronbach's coefficient was calculated to be 0.93. The collected data was analyzed using the statistical methods of correlation coefficient determination and stepwise regressions. The findings showed that statistically organizational wisdom and strategic intelligence are significantly related with the regression coefficient of 0.67 within the research model (p<0.01), and the components of knowledge management explains 43%, competitive intelligence 32%, and business intelligence 37% of the variation of organizational wisdom; thus, increasing the strategic intelligence in organizations is mutually related with enhancing organizational wisdom. 

scholarly journals Editorial note 2013 Vol 3 No 2

2013 ◽  
Vol 3 (2) ◽  
Author(s):  
Klaus Solberg Söilen
Keyword(s):  
Business Intelligence ◽  
Decision Makers ◽  
Competitive Intelligence ◽  
Editorial Note ◽  
Information Technology Adoption ◽  
Strategic Intelligence ◽  
Female Authors ◽  
Current Scenario ◽  
Retail Banks ◽  
A Current

The sixth issue of JISIB marks the journal’s second anniversary. Again we are delighted to welcome contributions by academics from so many different countries, with so many different backgrounds. The academic contributions of our female authors continue to show also in this issue. If this issue should have one common theme it would be related to Brazil. It is not a special issue on Brazil, but we saw the possibility to include three articles which relates to the experience of competitive intelligence in this country. However, the first article by Sheila Wright, Christophe Bisson, and Alistair Duffy entitled “Competitive Intelligence and Information Technology Adoption of SMEs in Turkey: Diagnosing Current Performance and Identifying Barriers“ is on another topic and deals with SMEs need to improve intelligence-based output to decision-makers. Based on empirical findings the aim has been to identify and classify CI behaviour and attitudes of SMEs in Turkey.The second article by A.S.A. du Toit is entitled “Comparative Study of Competitive Intelligence Practices between Two Retail Banks in Brazil and South Africa” , where it is concluded that respondents in the bank in Brazil cope better with changes in the external environment.The next article by Zhanna Abzaltynova and Janice Williams entitled “Developments in Business Intelligence Software” is an evaluation of BI vendors and software with extensive rankings.The article by Francisco Carlos Paletta entitled “Brazil - Evolutions in CI and some aspects of a current scenario”, is a summary of research done on the introduction of competitive intelligence in Brazil. The article also gives a brief idea about its current status.In the opinion section we have included an article by Francisco Carlos Paletta and Nilson Dias Vieira Junior entitled “ICT Lifecycle and its Major Role in The Development of Strategic Intelligence”. It is an evaluation of the existing ICT framework for competitive intelligence in Brazil.As always we would first of all like to thank the authors for their contributions to this issue of JISIB.

scholarly journals A model for the elicitation of organizational system interoperability requirements

2020 ◽  
Vol 16 (3) ◽  
pp. 1-36
Author(s):  
Daniel Eduardo Paz Perafán ◽  
Francisco José Pino Correa ◽  
Sandra Lorena Buitrón
Keyword(s):  
Business Processes ◽  
Organizational System ◽  
Level Ii ◽  
Elicitation Process ◽  
The Common ◽  
System Interoperability ◽  
Definition Of ◽  
Functional Areas ◽  
Common Understanding

Introduction: this article is the product of the research called a framework to support the elicitation of interoperability requirements (IR) based on the needs of an organization's business processes, developed at the Universidad del Cauca in 2019. Problem: within the requirements elicitation process, stakeholders generally fail to articulate IR according to the business needs, causing the development of systems incompatible with systems in other functional areas. Objective: to identify, define and classify a set of attributes that constitute the interoperability at the business level, which must be considered during the elicitation of an IR. Methodology: the development of the model followed these activities: (i) establishment of the aspects to be considered in the interoperability at the business level, (ii) identification of the attributes that make up each aspect, (iii) definition of the identified attributes and the options that can be obtained in response, and (iv) classification of the attributes. Results: a model that describes 21 attributes that constitute the interoperability at the business level, classified in the following views: emitters and receivers, types of interaction, data flow properties, and conditions to use the communicated data. Conclusion: from the application of the model in the elicitation of a set of IR of two functional areas of an organization, it was identified that the attributes favor the common understanding among members of different areas and support the analysis and planning of the exchanges of information. Originality: to identify and define a set of attributes that constitute interoperability at the business level. Limitations: the model must be used by a process that guides the elicitation of the attributes that make up the IR.

scholarly journals Competitive intelligence – tool obtaining specific basic for strategic decision making TOP management firm

2010 ◽  
Vol 58 (6) ◽  
pp. 43-50 ◽  
Author(s):  
František Bartes
Keyword(s):  
Business Intelligence ◽  
Information Sources ◽  
Strategic Decision ◽  
Competitive Intelligence ◽  
Strategic Decision Making ◽  
Industrialized Countries ◽  
Legal Information ◽  
The Difference ◽  
Definition Of ◽  
Intelligence Service

This article deals with the Competitive Intelligence perception with the regards of its relation to Business Intelligence concept. In this paper the author makes his own definition of Competitive Intelligence. Author describes his Competitive Intelligence concept based on state intelligence service principles with the difference that author takes in consideration only the usage of legal information sources and legal working methods. The basis for his Competitive Intelligence understanding is kept in comparison of the two different meanings of the word information. Author states for the Competitive Intelligence needs is necessary to understand the word information in not only its own meaning as objective entity, but is it also needed relate this information with receiver (analytics), who is able to interpret the content of the information based on his/her knowledge and experiences. This way the author understands the Competitive Intelligence as a prediction about future external environment situation. Further the author describes the Competitive Intelligence as an application discipline of systems theory. In discussion part is the attention paid to Competitive Intelligence units in advanced industrialized countries, mainly to Competitive Intelligence Center and Innovation Intelligence Center.

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