scholarly journals Benchmarking Competitive Intelligence Activity

2012 ◽  
Vol 2 (3) ◽  
Author(s):  
Helen N. Rothberg ◽  
G. Scott Erickson
Keyword(s):  
Intellectual Capital ◽  
Research Program ◽  
Knowledge Development ◽  
Competitive Intelligence ◽  
Scholarly Work ◽  
Strategic Choices ◽  
Financial Reports ◽  
Comprehensive Database ◽  
Knowledge Protection ◽  
Intelligence Activity

This paper reports on results drawn from a comprehensive database formed from public financial reports and a proprietary benchmarking survey conducted by a major competitive intelligence consulting firm.  Our overall aim is to identify different circumstances in which knowledge development and knowledge protection have greater or lesser importance.  Very little work has been done on a industry-wide (or wider) basis concerning intellectual capital and/or competitive intelligence activities in firms and how that may vary according to circumstances.  The wider study and database are designed to better address such questions.   In this study, we look at one piece of this overall research program, specifically how competitive intelligence activity varies in distinctive environments.  Based on these results, as practitioners better understand their environments, they can make better decisions on the level and aggressiveness of their own CI operations as well as on protection and counterintelligence efforts.  The results will also begin to move scholarly work in the field into these new areas of macro studies and strategic choices.

Knowledge Assets, E-Networks and Trust

2010 ◽  
pp. 2215-2225
Author(s):  
G. Scott Erickson ◽  
Helen N. Rothberg
Keyword(s):  
Knowledge Management ◽  
Enterprise Systems ◽  
Decision Makers ◽  
Knowledge Development ◽  
Competitive Intelligence ◽  
Knowledge Assets ◽  
Individual Firm ◽  
External Knowledge ◽  
Knowledge Protection

Development of knowledge assets and protection of knowledge assets are both complementary and competing concerns for the contemporary business. Each has specific issues related to trust that need to be understood and addressed before an individual firm launches a knowledge management initiative. Further, with important contemporary trends such as enterprise systems, external knowledge management networks, and aggressive competitive intelligence efforts, decision-makers must increasingly evaluate their circumstances and establish the appropriate levels of trust between individuals and the organization and between cooperating organizations. This chapter reviews and elaborates on such issues. It then passes to a consideration of how these concerns might vary by industry, presenting selected data on knowledge development and knowledge protection conditions in a variety of industries.

Measuring and Managing Intellectual Capital for both Development and Protection

2011 ◽  
pp. 254-267
Author(s):  
G. Scott Erickson ◽  
Helen N. Rothberg
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Intellectual Capital ◽  
Additional Data ◽  
Competitive Intelligence ◽  
Strategic Decisions ◽  
Knowledge Assets ◽  
The Core ◽  
Intelligence Activity ◽  
Core Metrics

This chapter considers the strategic management of intellectual capital, balancing the need to develop knowledge assets with the need to protect them. In making more strategic decisions, metrics on the level of intellectual capital and degree of knowledge management necessary to compete in an industry are required, as are those on the threat from competitive intelligence activity. The authors develop the case for appropriate metrics that accomplish these purposes, noting both potential and limitations. The authors also consider alternatives, additional data that could contribute to the usefulness and understanding of the core metrics, and provide suggestions for further research.

scholarly journals A Longitudinal Look at Strategy, Intellectual Capital and Profit Pools

2015 ◽  
Vol 5 (2) ◽  
Author(s):  
G. Scott Erickson ◽  
Helen N. N. Rothberg
Keyword(s):  
Intellectual Capital ◽  
Additional Data ◽  
High Growth ◽  
Competitive Intelligence ◽  
Profit Margins ◽  
Intelligence Activity ◽  
Depth Study ◽  
Knowledge Strategies ◽  
Industry Sectors ◽  
Key Industry

Explores the link between the disparate fields of knowledge management, intellectual capital, competitive intelligence, and strategy.  Using an existing profit pool study of the digital economy, looks at the key industry sectors involved and their revenue levels and profit margins.  These data include results from both 2002 and 2010.  The profit pool observations are then compared with additional data on intangible assets (knowledge and related assets) and competitive intelligence activity in each sector.  Explores but generally dismisses the idea that sector revenue and/or profitability might be linked to high levels of intangibles.  Similarly, demonstrates that the link between sector revenue and/or profitability and competitive intelligence activity may be generally weak (though pronounced in some specific high-growth circumstances).  Alternatively, does provide some guidance for more in-depth study, identifying the knowledge strategies necessary for success across sectors as well as what competitive intelligence attitude may be needed to move from one sector into another.  

Knowledge Assets, E-Networks and Trust

2010 ◽  
pp. 1-11
Author(s):  
G. Scott Erickson ◽  
Helen N. Rothberg
Keyword(s):  
Knowledge Management ◽  
Enterprise Systems ◽  
Decision Makers ◽  
Knowledge Development ◽  
Competitive Intelligence ◽  
Knowledge Assets ◽  
Individual Firm ◽  
External Knowledge ◽  
Knowledge Protection

Development of knowledge assets and protection of knowledge assets are both complementary and competing concerns for the contemporary business. Each has specific issues related to trust that need to be understood and addressed before an individual firm launches a knowledge management initiative. Further, with important contemporary trends such as enterprise systems, external knowledge management networks, and aggressive competitive intelligence efforts, decision-makers must increasingly evaluate their circumstances and establish the appropriate levels of trust between individuals and the organization and between cooperating organizations. This chapter reviews and elaborates on such issues. It then passes to a consideration of how these concerns might vary by industry, presenting selected data on knowledge development and knowledge protection conditions in a variety of industries.

Knowledge Development and Protection as Competitive Advantage

2014 ◽  
pp. 244-255
Author(s):  
G. Scott Erickson ◽  
Helen N. Rothberg
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Knowledge Development ◽  
Competitive Intelligence ◽  
Development Potential ◽  
Balanced Approach ◽  
Intelligence Operations ◽  
Knowledge Protection ◽  
Do So

This chapter explores the different circumstances facing firms and industries regarding knowledge development and knowledge protection. Contrary to the view that more aggressive knowledge management aimed at knowledge development is good, the authors take a more balanced approach by weighing knowledge development potential against the increased vulnerability resulting from such assets being spread more widely. By identifying industries falling into different development and protection circumstances, they explore what knowledge characteristics (tacitness, complexity, specificity) might characterize those different circumstances. As a result, strategists will be better able to plan investments in knowledge management, in knowledge protection, and in competitive intelligence operations while scholars can better understand when and why to do so.

scholarly journals Balancing Knowledge Management and Competitive Intelligence, Initial Insights

2012 ◽  
Vol 2 (2) ◽  
Author(s):  
Scott Erickson ◽  
Helen Rothberg
Keyword(s):  
Value Chain ◽  
Large Scale ◽  
Life Cycle Stage ◽  
Knowledge Development ◽  
Competitive Intelligence ◽  
Knowledge Assets ◽  
Knowledge Value Chain ◽  
Knowledge Protection ◽  
Industry Conditions ◽  
Knowledge Value

This paper reports on a large-scale study of how industries balance knowledge development with knowledge protection. In particular, we look at specific industries and the competitive imperatives to increase knowledge assets (or not) and to conduct competitive intelligence activities (or not). This analysis is based on our previously established SPF framework, though we have developed new measures and a new database that more reliably establish industry conditions. The paper explains the different results seen in different industries by examining four markedly different SPF environments. Based on these different environments, we can begin to explore some of the possible explanations for the differences (characteristics of relevant knowledge, Value Chain insights, life cycle stage, etc.).

scholarly journals USE OF “KNOWLEDGE HOUSE”, DWS, DMS AND DSS METHODOLOGY BY COMPLETING A COMPETITORS' ANALYSIS IN THE RAILWAY SECTOR

2016 ◽  
Vol 17 (6) ◽  
pp. 1022-1051
Author(s):  
Vaidas GAIDELYS ◽  
Stasys DAILYDKA
Keyword(s):  
Intellectual Capital ◽  
Positive Impact ◽  
Competitive Intelligence ◽  
Sources Of Information ◽  
Strategic Decisions ◽  
Foreign Companies ◽  
Information Accessibility ◽  
Use Of Knowledge ◽  
Selection Of

In completing a competitors’ analysis in the railway sector by using the “Knowledge House” method, there is frequently a problem of data and information accessibility. The quality of primary information has direct influence on the quality of analytical conclusions. One more condition for the qualitative application of this method is the intellectual capital and experience of the analyst. One should note that in this regard we face another problem, that of selection of proper personnel, on the qualification of whom depends the accuracy of the evaluation and final results, on the basis of which strategic decisions are taken. The main aim of the paper is to assess the opportunities for applications of competitive intelligence methods in the railway sector. The study is using “Knowledge House”, DWS, DMS, DSS methodologies. Having analysed the scientific works the direct scientific sources of information, which are oriented to the application of the methods of competitive intelligence to the railway sector, have not been identified. The paper is absolutely original in that until now the competitive intelligence techniques have not been applied for the railway sector companies. Considering the fact that foreign companies, which compete for freighting at the international level, are regarded as the main competitors of the railway sector, the use of the methods of the competitive intelligence becomes more important while fighting for the part of the market. The competitive intelligence methods and their application to the railway sector companies are little studied. In accordance with application of the relevant methods in other sectors, it can be assumed that these innovative approaches could have a positive impact on the competitiveness of companies in the railway sector and their income.

scholarly journals COMPETITIVE INTELLIGENCE PRACTICES IN BRAZIL: AN EXPLORATORY STUDY

Mousaion ◽  
2016 ◽  
Vol 32 (1) ◽  
pp. 84-97
Author(s):  
Adeline Du Toit ◽  
Nisha Sewdass
Keyword(s):  
Exploratory Study ◽  
Survey Methodology ◽  
External Environment ◽  
Analytical Techniques ◽  
Global Environment ◽  
Competitive Intelligence ◽  
Management Tool ◽  
Strategic Choices ◽  
Current State ◽  
Analyse Data

Competitive intelligence (CI) as a strategic management tool is essential for organisations in developing countries. This article provides an overview of the current state of CI in Brazil. A questionnaire survey methodology was used where questionnaires were administered to CI professionals in organisations in Brazil. Only 46.1 per cent of the organisations indicated that they cope above average with changes in the external environment and the majority of the respondents strongly agreed that the CI function assists to quantify/ qualify strategic choices. The respondents do not use sophisticated analytical techniques to analyse data. It is recommended that organisations in Brazil should seek to engage proactively with the global environment by revising their strategic priorities. They need to redress critical competitiveness issues, most notably the establishment of the CI function as a strategic tool.

Big Data, Knowledge, and Business Intelligence

2018 ◽  
pp. 943-950
Author(s):  
G. Scott Erickson ◽  
Helen N. Rothberg
Keyword(s):  
Big Data ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Business Intelligence ◽  
Competitive Intelligence ◽  
Business Analytics ◽  
The Past ◽  
The People ◽  
Tools And Techniques

Knowledge management (KM), intellectual capital (IC), and competitive intelligence are distinct yet related fields that have endured and grown over the past two decades. KM and IC have always differentiated between the terms and concepts of data, information, knowledge, and wisdom/intelligence, suggesting value only comes from the more developed end of the range (knowledge and intelligence). But the advent of big data/business analytics has created new interest in the potential of data and information, by themselves, to create competitive advantage. This new attention provides opportunities for some exchange with more established theory. Big data gives direction for reinvigorating the more mature fields, providing new sources of inputs and new potential for analysis and use. Alternatively, big data/business analytics applications will undoubtedly run into common questions from KM/IC on appropriate tools and techniques for different environments, the best methods for handling the people issues of system adoption and use, and data/intelligence security.

Screening Model in Enterprise Competitive Intelligence Activity

2010 ◽  
Vol 121-122 ◽  
pp. 360-363
Author(s):  
Hai Dong Yu ◽  
Fang Liu ◽  
Yun Feng Luo
Keyword(s):  
Service Providers ◽  
Quality Standard ◽  
Competitive Intelligence ◽  
Signaling Game ◽  
Game Model ◽  
Bayesian Nash Equilibrium ◽  
Screening Model ◽  
Intelligence Activity ◽  
True Type ◽  
Standard Term

The paper researched the screening model in enterprise competitive intelligence activity based on game theory. It studied the service provider’s decision in competitive intelligence(CI) project and proved it could be satisfied with Bayesian Nash equilibrium. It also revealed the heterogeneity between the service providers through a signaling game model in which signal set was the combine of CI quality standard term. The result shows that a quality standard about CI should be designed in contract which provides a signal for service provider to self-certify its own true type and is in favor of screening for enterprise.

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