Blurred Lines between Competitive Intelligence and Corporate Espionage

2017 ◽  
pp. 1-12
Author(s):  
Harish C. Chandan
Keyword(s):  
Emotional Intelligence ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Competitive Intelligence ◽  
Competitive Position ◽  
Competitive Edge ◽  
Weakest Link ◽  
Business Conditions ◽  
Globalized World

In today's globalized world, gathering Competitive Intelligence (CI) and using it strategically to gain a competitive edge has become a necessity. Integrating knowledge management and CI helps firms to respond quickly to changing business conditions. Organizational culture, ethics, and emotional intelligence influence knowledge sharing which enhances CI scanning. Employees, knowingly or unknowingly, can become the weakest link in a firm's efforts to protect business intelligence. There is reluctance in the organizations to address the issues of ethical and legal means to gather CI. Corporate espionage is a silent, enigmatic threat to the competitive position of firms and nations. Annual losses to corporate espionage are estimated to be US$300 Billion. A 3-step strategy of prevention, detection, and remediation helps to combat corporate espionage.

A new conceptual framework for identifying the factors influencing the effectiveness of competitive intelligence

2020 ◽  
Vol 30 (5) ◽  
pp. 555-576
Author(s):  
Somayeh Asghari ◽  
Sahar Targholi ◽  
Ali Kazemi ◽  
Saeed Shahriyari ◽  
Lila Rajabion
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Statistical Analysis ◽  
Conceptual Framework ◽  
Knowledge Sharing ◽  
Competitive Intelligence ◽  
Future Research ◽  
Content Type ◽  
Practical Implications

Purpose Competitive intelligence (CI) collects data through the distribution of knowledge to make decisions in a competitive environment. To better comprehend the concept of CI, the purpose of this paper is to determine the role of effective factors (knowledge sharing, competitor information, information technology (IT) and organizational culture) and their impact on CI. In addition, the paper provides a conceptual framework for determining the practical factors on CI. Design/methodology/approach For evaluating the elements of the model, a questionnaire is considered. Questionnaires were reread by specialists with significant experiences in the CI field. For statistical analysis, the SPSS 22 and SmartPLS 3.2 software package is also used. Findings Findings from the study showed the validity of the model for a CI assessment. Furthermore, the results confirmed that the competitor information significantly influenced CI. In addition, the obtained results implied that IT has a significant and positive influence on CI. The effect of organizational culture on CI also proved to be positive and significant. Research limitations/implications This paper makes significant contributions for both researchers and practitioners; however, the authors determine some limitations, which are as follows: First, the authors showed the result in a single region. It cannot be assured that the results are generalizable to other areas. Second, because of time and financial constraints, the authors gathered the data using a sample from a single location. Third, the use of variables to depict CI may be not exhaustive. The authors, therefore, encourage future research to study these CI dimensions. Practical implications This study meaningfully contributes to the knowledge and literature by focusing more on CI, examining other significant aspects and applying advanced statistical analysis method. Also, current research results suggest practical implications for marketing practitioners and managers who implemented tools and made strategic plans to enhance the organization’s performance. From a practical perspective, the statistical results support the crucial role of the following factors: IT, competitor information, organizational culture and knowledge sharing on CI. Originality/value Experts in the area of knowledge management, CI and strategic management can use this study to gain a competitive advantage based on knowledge and information resources. Organizations must have knowledge management function and CI to support the strategy formulation, implementation and evaluation.

Impact of Organizational Culture on Knowledge Management in Higher Education

2010 ◽  
pp. 1264-1292 ◽  
Author(s):  
Roberto Biloslavo ◽  
Mojca Prevodnik
Keyword(s):  
Higher Education ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Social Process ◽  
Competing Values Framework ◽  
Knowledge Generation ◽  
Competing Values ◽  
Iterative Processes ◽  
Different Types

Knowledge management is a set of purposeful activities led by management in order to enable and support generation, storage, transfer and application of knowledge within an organization so as to create value and improve the organization’s effectiveness. The effectiveness of these activities is in a large part dependent on organizational culture, which can support or impede the two-way social process of learning and knowledge sharing between individuals, groups, organizations, and artifacts. This chapter discusses the fundamentals of organizational culture and knowledge management, their definitions, components, and processes. Specifically, the study presented is focused on how different types of organizational culture, as defined by the competing values framework, might be related to the iterative processes of knowledge generation, storage, transfer, and application in higher education.

Knowledge Management Leaders' Top Issues

2011 ◽  
pp. 47-68 ◽  
Author(s):  
Anne-Marie Croteau ◽  
Marc Dfouni
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Information Retrieval ◽  
Knowledge Sharing ◽  
Delphi Method ◽  
Leadership Skills ◽  
Perceived Knowledge ◽  
Web Based ◽  
Critical Issues ◽  
Knowledge Management Initiatives

This chapter presents the results obtained after reaching a consensus among 100 knowledge leaders on their critical issues. These issues include the perceived knowledge management benefits and obstacles, the knowledge leaders’ roles and skills, as well as the technologies they used for implementing knowledge management initiatives. Using a Web-based Delphi method, the results indicate that an increase in internal knowledge sharing is judged to be the most significant of all perceived knowledge management benefits. Their most important role is to foster a knowledge sharing culture in their organization in order to overcome the most important obstacle: organizational culture. They also suggest that the key abilities they should possess are those of strong interpersonal and leadership skills. Finally, portals and information retrieval engines are found to be the most widely used technologies to develop and/or implement knowledge management initiatives.

scholarly journals EXPLICATING THE ROLE OF TRUST IN KNOWLEDGE SHARING: A STRUCTURAL EQUATION MODEL TEST

2017 ◽  
Vol 18 (4) ◽  
pp. 758-778 ◽  
Author(s):  
Rasa SMALIUKIENĖ ◽  
Svajonė BEKEŠIENĖ ◽  
Eugenijus CHLIVICKAS ◽  
Marius MAGYLA
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Structural Equation ◽  
Factor Model ◽  
Five Factor Model ◽  
Large Body ◽  
Equation Model ◽  
Impact Of Technology ◽  
The Impact

Although the large body of literature suggests that trust is a prerequisite for knowledge sharing, the understanding of mediational pathways remains limited. The paper fills the gap by combining two separate streams in knowledge sharing, where the first reflects the paradigm of the organizational behaviour theory and highlights the impact of organizational culture and employees’ trust; where the second one discloses the impact of technology deployment in knowledge sharing. Building on the premises that interdependence between variables that affect knowledge sharing raises form organizational culture of trust and available technologies, we examine the structural origins of knowledge sharing. As a method structural equation modelling test was used to analyse the data. Hypothesised five-factor model was tested through two stages using AMOS software. The findings carry theoretical implications for the knowledge management body of knowledge since they extended the research on knowledge sharing by integrating organisational culture and technological solutions into one complex system. Form practical perspective, the relationship among four predictors – trust in leadership, trust in co-workers, trust in technologies for knowledge management, and fear of losing one’s value – provide a proof on how organizations knowledge sharing is composed and how it could be developed.

Knowledge sharing and competitive intelligence

2014 ◽  
Vol 32 (3) ◽  
pp. 269-292 ◽  
Author(s):  
Tuan Luu
Keyword(s):  
Emotional Intelligence ◽  
Knowledge Sharing ◽  
Structural Equation ◽  
Building Blocks ◽  
Middle Level ◽  
Competitive Intelligence ◽  
Equation Modeling ◽  
Content Type ◽  
High Level ◽  
Positive Effect

Purpose – This research excursion through shipping companies in Vietnam sought to investigate whether organizational culture, ethics, and emotional intelligence influence knowledge sharing, which in turn enhances competitive intelligence scanning. This paper aims to discuss the above issue. Design/methodology/approach – In total, 401 responses returned from self-administered structured questionnaires relayed to 635 middle level managers were processed through structural equation modeling approach to test hypotheses. Findings – Knowledge sharing was proved to positively relate to clan, market, or adhocracy culture, ethics of care, and high level of emotional intelligence. Knowledge sharing also shows a positive effect on competitive intelligence scanning. Originality/value – For competitive intelligence scanning to be effective, knowledge should be shared among organizational members, which necessitates the three building blocks: supportive knowledge sharing culture (clan, market, or adhocracy culture), ethics or care, and heightened emotional intelligence.

scholarly journals Žinių valdymo įtaka nuolatiniam inovacijų kūrimui: atvejo analizė

2014 ◽  
Vol 68 ◽  
pp. 44-62 ◽  
Author(s):  
Ingrida Girnienė
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Structure ◽  
Knowledge Sharing ◽  
Continuous Creation ◽  
Management Processes ◽  
Study Results ◽  
And Storage ◽  
Knowledge Management Processes

Nūdienos dinamiškoje aplinkoje informacija ir žinios yra vieni iš esminių organizacijos išteklių ir pagrindiniai inovacijų šaltiniai. Šių išteklių tikslingas valdymas lemia organizacijų konkurencinį pranašumą kuriant didesnę pridėtinę vertę ir didinant jos procesų efektyvumą. Atsižvelgiant į Pasaulio ekonomikos forumo 2013–2014 metų šalių konkurencingumo tyrimo rezultatus, Lietuva užima 27 vietą tarp 148 valstybių pagal žmonių, turinčių aukštąjį išsilavinimą, skaičių, tačiau 44 vietą – pagal inovacijų ir verslo lankstumo subindeksą. Šie statistiniai duomenys leidžia daryti prielaidą, kad Lietuvos organizacijose žinių potencialas yra aukštas, tačiau jis nėra pakankamai išnaudojamas. Susiklosčiusi realybė verčia ieškoti būdų ir metodų, kaip būtų galima ją keisti lygiuojantis į užsienio šalių patirtį. Viena iš priežasčių, kodėl Lietuvos inovatyvumo indeksas yra ganėtinai žemas, galėtų būti ta, kad dažnai organizacijoje trūksta sistemingumo ir tikslingumo valdant žinias, nesukuriama atvira, darbuotojų pasitikėjimą skatinanti aplinka, kai darbuotojai noriai dalijasi žiniomis ir įgyta patirtimi, dėl to sukuriamos naujos prekės ir paslaugos, įgyjamas konkurencinis pranašumas. Šio straipsnio tikslas – konceptualių teorinių įžvalgų analizės rezultatų pagrindu, pasitelkiant inovatyviam sektoriui priklausančią įmonių grupę, nustatyti esminių žinių valdymo veiklų įtaką nuolatiniam inovacijų kūrimui organizacijoje.Pagrindiniai žodžiai: žinios, žinių valdymas, inovacijos, žinių valdymo modelis, žinių valdymo strategija, organizacinė kultūra, mokymasis. Knowledge management influence on continuous creation of innovations: a case studyIngrida Girnienė Summary The knowledge-oriented society and economic challenges evoke constant changes in all modern organizations. Knowledge is an inexhaustible source of creating innovative ideas, which is one of the essential conditions of innovation development. Today, knowledge management is closely associated with innovative activities. The scope of studies related to determining the impact of knowledge management on innovation is constantly increasing. In order to continuously create innovations, organizations should formulate their knowledge management strategy and integrate it into the organizational strategy, create the organizational culture which could stimulate knowledge sharing, promote continuous learning and the improvement of competencies, identify the key knowledge, create new ideas, develop and acquire new skills, constantly store and share knowledge. The article highlights knowledge management activities affecting innovation, presents an integral knowledge management model which stimulates a continuous creation of innovations, and provides a case study results demonstrating the knowledge management influence on innovation. According to the case study results, knowledge management processes, particularly knowledge sharing, storage, and creation, make the greatest impact on the continuous creation of innovations. Besides, the organizational culture and the organizational structure also influence the process of innovation creation. The knowledge processes, such as sharing and storage, make the greatest influence on the organizational, marketing and product innovation, and process innovation is impossible without knowledge acquisition and storage. Organisations seeking to continuously create different types of innovation should develop knowledge management processes, with a particular emphasis on knowledge storage while applying appropriate technological solutions, and knowledge sharing while creating a favourable organizational culture and choosing the optimal organizational structure.

scholarly journals PENGEMBANGAN DESAIN KNOWLEDGE MANAGEMENT SYSTEM: STUDI KASUS DIREKTORAT INFORMASI KEPABEANAN DAN CUKAI

2017 ◽  
Vol 1 (1) ◽  
Author(s):  
Herid Febriadi ◽  
Muhammad Anshar Syamsuddin
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management System ◽  
Document Management ◽  
Assessment Instrument ◽  
Knowledge Management System ◽  
Model Design ◽  
Discussion Forums ◽  
Knowledge Audit

ABSTRAK:      Penelitian ini bertujuan untuk menghasilkan desain model Knowledge Management System (KMS) yang optimal sehingga mendukung kegiatan knowledge management (KM) di DIKC (Direktorat Informasi Kepabeanan dan Cukai) dan menjadi solusi untuk menjaga kualitas pelayanan DIKC meskipun pegawai yang berkompeten dimutasi dan untuk menghindari ketergantungan DIKC kepada pegawai tertentu. Penelitian ini menggunakan metode fernandez untuk menilai faktor kontingensi organisasi, Organizational Culture Assesment Instrument (OCAI) untuk menilai budaya organisasi dan knowledge audit untuk mengidentifikasi pengetahuan organisasi. Hasil dari penelitian ini adalah prioritas proses KM yang akan diterapkan yaitu Combination, Internalization, Direction, Socialization for knowledge sharing, dan Exchange. Dari proses KM ini kemudian didapatkan fitur yang dikembangkan sebagai fitur KMS DIKC yaitu wiki, manajemen dokumen, forum diskusi, FAQ (Frequently Asked Question), dan e-learning.Kata Kunci: manajemen pengetahuan, system manajemen pengetahuan, faktor kontingensi, OCAI, pengetahuan audit ABSTRACT:      This study aims at producing a model design of optimal Knowledge Management System (KMS) so as to support knowledge management (KM) activities in DIKC and solution to maintain DIKC service quality although competent employees are transferred and to avoid dependence on certain employees in DIKC. The study was designed using Fernandez’s method to assess organizational contingency factors, organizational culture assessment instrument (OCAI) to evaluate the organizational culture and knowledge audit to identify organizational knowledge. The result of this research is a KM process priority to be applied, i.e. Combination, Internalization, Direction, Socialization for knowledge sharing, and Exchange. From this KM process, features are obtained to be developed as the KMS DIKC features, specifically wiki, document management, discussion forums, FAQ (Frequently Asked Questions), and e-learning.Keyword: Knowledge management, knowledge management system, contingency factors, OCAI, knowledge audits  

Promoting Organizational Knowledge Sharing

2004 ◽  
pp. 300-321 ◽  
Author(s):  
Jack S. Cook ◽  
Laura Cook
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Organizational Knowledge ◽  
Knowledge Assets ◽  
Competitive Edge ◽  
Key Factor

This chapter examines knowledge sharing and management within an organization. More importantly, it addresses what organizations can do to promote knowledge sharing in order to gain a competitive edge. Included are the results of a survey that explores employees’ willingness to share knowledge. Today, more than ever, organizations must efficiently manage their knowledge assets in order to remain competitive. Some knowledge management (KM) initiatives have failed, while others have succeeded. A key factor associated with successfully managing knowledge is creating an environment that encourages individuals to share their knowledge.

Organizational prerequisites for knowledge creation and sharing: empirical evidence from Serbia

2019 ◽  
Vol 23 (8) ◽  
pp. 1543-1565 ◽  
Author(s):  
Vesna Stojanović-Aleksić ◽  
Jelena Erić Nielsen ◽  
Aleksandra Bošković
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Structure ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Organization Studies ◽  
Content Type ◽  
Organic Structure ◽  
Positive Effects ◽  
Knowledge Creation And Sharing

Purpose Being mindful of the importance of organizational structure and organizational culture for knowledge management in companies, the purpose of this study is to investigate the organizational prerequisites for creating and sharing knowledge. The goals are to determine whether and to what extent the attributes of organic structure contribute to the creation and sharing of knowledge and to show that an organizational culture which supports knowledge stimulates the processes of knowledge creation and sharing. Design/methodology/approach The data for the empirical study was obtained through a survey of 150 respondents, employed in 30 companies from several industries, in the Republic of Serbia. The questionnaire was adapted to the needs of the study and was developed based on the theoretical knowledge and findings of several previous studies on processes of knowledge creation and knowledge sharing. A regression method was used to test all hypotheses. Findings The results show that both the organic structure and the organizational culture that support knowledge have positive effects on knowledge creation, while knowledge sharing is positively influenced only by the knowledge supporting culture of an organization. Originality/value This study contributes to organization studies and knowledge management theory because of the holistic approach taken with regards to the issue involved and the fact that it takes into account a large number of the significant characteristics of organizational structure and culture that are relevant to knowledge management processes. The findings could prove useful to managers when structuring an organization and shaping its culture to enhance knowledge management.

Trust-Based Knowledge Management System Building

2015 ◽  
pp. 16-37
Author(s):  
Andrea Bencsik ◽  
Irma Rácz
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Best Practices ◽  
Knowledge Sharing ◽  
Case Studies ◽  
Management System ◽  
Theoretical Aspect ◽  
Close Correlation ◽  
Knowledge Management System ◽  
System Building

This chapter introduces the importance of trust in knowledge management system building. It argues that the relationships among organizational culture, problems of knowledge sharing, and HR features are in close correlation with each other. The main aspect of the chapter is to show the general requirements and pre-requisites of knowledge management system building based on trust. The authors aim to reveal the theoretical aspect of trust-based culture and knowledge management system building, and the HR's tasks connected to these two ideas. The chapter presents three case studies on three different companies' practices, a multinational, big company, and an institution. This chapter shows samples, best practices, critical steps that can ensure success to the companies that want to start building a knowledge management system.

Sign in / Sign up

Export Citation Format

Share Document