Competitive Intelligence Gathering

2010 ◽  
pp. 103-111 ◽  
Author(s):  
Kevin R. Parker ◽  
Philip S. Nitse
Keyword(s):  
Organizational Performance ◽  
Business Environment ◽  
Competitive Intelligence ◽  
Strategic Decisions ◽  
Intelligence Gathering ◽  
Knowledge Processes ◽  
Usable Knowledge ◽  
Strongly Connected ◽  
Internal Knowledge

Knowledge management (KM) is the process through which organizational performance is improved through better management of corporate knowledge. Its goal is to improve the management of internal knowledge processes so that all information required for corporate decisions can be made available and efficiently used. Competitive intelligence (CI) is a process for gathering usable knowledge about the external business environment and turning it into the intelligence required for tactical or strategic decisions. The two are strongly connected because gathered CI has no long-term value unless an effective KM process is in place to turn the information into something usable. Although most information collected during a CI investigation is used in immediate decision making, it must be integrated into the internal knowledge systems to provide a long-term resource when companies attempt to detect trends or adapt to changes in their environments (Aware, 2004).

Competitive Intelligence Gathering

2011 ◽  
pp. 44-50 ◽  
Author(s):  
Kevin R. Parker ◽  
Philip S. Nitse
Keyword(s):  
Organizational Performance ◽  
Business Environment ◽  
Competitive Intelligence ◽  
Strategic Decisions ◽  
Intelligence Gathering ◽  
Knowledge Processes ◽  
Usable Knowledge ◽  
Strongly Connected ◽  
Internal Knowledge

Knowledge management (KM) is the process through which organizational performance is improved through better management of corporate knowledge. Its goal is to improve the management of internal knowledge processes so that all information required for corporate decisions can be made available and efficiently used. Competitive intelligence (CI) is a process for gathering usable knowledge about the external business environment and turning it into the intelligence required for tactical or strategic decisions. The two are strongly connected because gathered CI has no long-term value unless an effective KM process is in place to turn the information into something usable. Although most information collected during a CI investigation is used in immediate decision making, it must be integrated into the internal knowledge systems to provide a long-term resource when companies attempt to detect trends or adapt to changes in their environments (Aware, 2004).

Competitive Intelligence Gathering

2011 ◽  
pp. 3221-3229
Author(s):  
Kevin R. Parker ◽  
Philip S. Nitse
Keyword(s):  
Organizational Performance ◽  
Business Environment ◽  
Competitive Intelligence ◽  
Strategic Decisions ◽  
Intelligence Gathering ◽  
Knowledge Processes ◽  
Usable Knowledge ◽  
Strongly Connected ◽  
Internal Knowledge

Knowledge management (KM) is the process through which organizational performance is improved through better management of corporate knowledge. Its goal is to improve the management of internal knowledge processes so that all information required for corporate decisions can be made available and efficiently used. Competitive intelligence (CI) is a process for gathering usable knowledge about the external business environment and turning it into the intelligence required for tactical or strategic decisions. The two are strongly connected because gathered CI has no long-term value unless an effective KM process is in place to turn the information into something usable. Although most information collected during a CI investigation is used in immediate decision making, it must be integrated into the internal knowledge systems to provide a long-term resource when companies attempt to detect trends or adapt to changes in their environments (Aware, 2004).

scholarly journals Efficiency of Knowledge Inflow Structures: The Mediation Effect of Task Environment Analysis

2018 ◽  
Vol 7 (4) ◽  
pp. 30
Author(s):  
Hakan Aslan ◽  
Burcak Vatansever
Keyword(s):  
Organizational Performance ◽  
Environmental Uncertainty ◽  
Organizational Structures ◽  
Mediation Effect ◽  
Limited Information ◽  
Strategic Decisions ◽  
Environment Analysis ◽  
Corporate Executives ◽  
Day By Day

Environmental uncertainty is increasing day by day in increasing competition conditions. Under the uncertainty, corporate executives are confronted with the problem of taking long-term strategic decisions that are both instantaneous and capable of maintaining their assets. Particularly under uncertainty, limited information and focusing on short term and near environment are the most important problems faced by the sustainability of today's companies. The aim of this study is to create a model where managers can create organizational structures that can turn environmental uncertainty into a risk by positively affecting organizational performance. As a result of the study, it has been observed that the institutions where the bottom-up and horizontal information flow structures are formed and the centralization levels are reduced have more detailed information in the sectoral framework and the organizational performance perceived in the context of innovation, quality and productivity has increased.

Russian-Japanese Relations: Long-Term Development Factors

2020 ◽  
Vol 13 (3) ◽  
pp. 68-85
Author(s):  
D. V. Streltsov
Keyword(s):  
Security Policy ◽  
The United States ◽  
Peace Treaty ◽  
Strategic Decisions ◽  
Chinese Market ◽  
External Energy ◽  
Economic Relations ◽  
Bilateral Relations ◽  
Personal Diplomacy

The article analyzes long-term external and internal factors determining the course of development of Russian-Japanese relations in 2019-2020. On the one hand, the anti-Russian component in Tokyo's foreign policy is shaped by its membership in the Security Treaty with the United States and its solidarity with the sanctions policy of the Group of Seven towards Russia. On the other hand, Japan and Russia are both interested interest in political cooperation in creating multilateral dialog mechanisms of international security in East Asia, resolving the nuclear issue on the Korean Peninsula, and easing tensions around territorial disputes in the East China and South China seas. Among the economic factors, the author focuses on the significant place of Russia in the context of Japan's task of diversifying sources of external energy supplies, as well as on Russia's desire to avoid unilateral dependence on the Chinese market while reorienting the system of foreign economic relations from the West to the East. Personal diplomacy of political leaders plays a significant role in relations between Russia and Japan, and, above all, close personal relationships and frequent meetings between Prime Minister Abe and President Putin, which make it possible to partially compensate the unfavorable image of the partner country in the public opinion of both Russia and Japan. Against the background of a deadlock in the Peace Treaty talks which emerged in 2019, the search for a way out of the diplomatic impasse is on the agenda. In the author's opinion, it would be appropriate at the first stage to proceed to the conclusion of a basic agreement on the basis bilateral relations, which would be "untied" from the Peace Treaty. In addition, Russia could stop criticizing Japan for its security policy and show greater understanding of the Japanese initiative in the field of quality infrastructure. In turn, Japan could take a number of strategic decisions on cooperation with Russia and announce them in the Prime Minister's keynote speech. In addition, Tokyo could stop positioning the issue of the peace Treaty as the main issue in relations with Russia, which would allow our countries to "untie" bilateral relations from the problem of border demarcation and focus on their positive agenda.

Financial Performance of ECIL, Hyderabad – An Analysis

2013 ◽  
Vol 3 (2) ◽  
Author(s):  
N. Jyothi ◽  
Dr. T. Satyanarayana Chary
Keyword(s):  
Public Sector ◽  
Performance Analysis ◽  
Private Sector ◽  
Financial Performance ◽  
Business Environment ◽  
Present Position ◽  
Short Term ◽  
Comprehensive Manner

Financial performance of individual organizations differ very significantly, however, the performance is distinguishable between public sector companies and private sector companies as their nature and size of investment and business environment is different . The ECIL is a very vast growing company which requires additional funds on a regular basis, whether internal or external. Particularly, the company needs both long term and short-term finances in view of its present position and enormous scope for improvement in the services provided. The present paper is a modest attempt to discuss the financial performance analysis of ECIL, Hyderabad in terms operating profits, capital employed ratios and turnover in a comprehensive manner over a period of 10 years.

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.

BUSINESS-LEVEL STRATEGIC MANAGEMENT IN CROATIAN TOURISM

2003 ◽  
Vol 9 (2) ◽  
pp. 65-78
Author(s):  
Vinka Cetinski ◽  
Slobodan Ivanović
Keyword(s):  
Strategic Management ◽  
Management System ◽  
Integrated Approach ◽  
Positive Development ◽  
Capital Investments ◽  
Strategic Decisions ◽  
Negative Effects ◽  
Tourist Destinations ◽  
Management Concept

There are few activities so susceptible to the impacts of the macro environment as tourism. In conditions of growing uncertainty, the importance of strategic management is steadily increasing. By studying the environment, by anticipating the future development and implication of trends on enterprises, and by developing appropriate strategies at a number of levels, strategic management seeks to actively influence the increase o f competitive advantages o f both the tourist destinations and tourist enterprises. The term “strategic management” implies a set of management decisions and actions that determine the long-term operations o f enterprises within the management system of tourism: guiding the enterprise by anticipating crucial environmental impacts and internal factors. This management concept is based on the assumption that making properly oriented strategic decisions minimizes the negative effects of the environment and creates strategic advantages for enterprises that can be capitalised only in the medium and long term (Čizmar S. (2001) Strateško upravljanje u funkciji učinkovitog razvoja turističkog ugostiteljstva u Hrvatskoj, doctoral dissertation, University o f Zagreb, Faculty of Economics, Zagreb, p. 3). It represents an integrated approach to strategic management that is the most acceptable for the development of Croatian tourism, as long-term positive results, in both market and financial terms, can be achieved by enterprises within the tourism management system of Croatia only by applying an integrated approach to strategic management, by horizontally and vertically linking the elements of all subsystems of the entire management system and by creating partnering relationships. The Croatian model of strategic management should involve the economic optimisation of all subsystems and systems by establishing efficiency not only across all subsystem elements, but through the system as a whole as well. The level of growth in entrepreneurship and innovations will determine the intensity and speed of positive development changes. These changes will also depend on establishing management responsibilities throughout all segments and managements levels of all subsystems, as well as tourism as an integral system. This paper deals with the issues of strategic management at a micro level with special emphasis on the development of responsibility for managing performance and capital investments.

A NEW ERA FOR MANAGEMENT ACCOUNTANTS IN NIGERIA: A GUIDE TO ACHIEVEMENT OF ENHANCED ORGANIZATIONAL PERFORMANCE AND SUCCESS

2021 ◽  
Vol 1 (1) ◽  
pp. 35-43
Author(s):  
MARYAM ABDULLAHI HABIB
Keyword(s):  
Organizational Performance ◽  
Business Environment ◽  
Current Situation ◽  
Organisational Performance ◽  
New Era ◽  
Secondary Sources ◽  
Management Accountants

Management accountants, in the conventional and contemporary age, have contributed to the development of organisations with regards organisational performance and success which has proven to be latent in Nigeria. The differences in development of organisational performance are dependent of the factors which have influenced both facets of roles of management accountants in Nigeria. This study compares the conventional and contemporary roles of management accountants and their contribution towards enhanced organisational performance and success in Nigeria. Secondary sources were analysed and information was gathered in the bid to produce literature on the issue of concern. The study shows that even with its current situation, management accountants, to varying extents, contribute to organisational performance and success. The study serves as a steer to academicians, potential employees, practicing management accountants and students in ensuring that these roles move with changes in the business environment for the sake of organisational performance and success.

scholarly journals Training and Development Strategy and Its Role in Organizational Performance

2011 ◽  
Vol 1 (2) ◽  
pp. 42 ◽  
Author(s):  
Brig(Retd) Abdus Sattar Niazi
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Development Strategy ◽  
Learning Organizations ◽  
Training Programs ◽  
Business Environment ◽  
Training And Development ◽  
Global Level ◽  
Value Addition

In the FMCG industry at global level, the business environment has changed with intense pressure on organizations, to become ‘Learning Organizations’  and stay ahead of their competitions by bringing innovation/reinvention in training and development strategy while emphasizing on planning, designing, implementing and evaluating the training programs. Carry out an analysis that the objective of training and development is to create learning organizations which ensure that employees through value addition can effectively perform their jobs, gain competitive advantage and seek self growth: this measurable performance resulting from good training and development, shall enhance organizational performance.  

Interagency collaboration for graduate employment opportunities in Uganda

2020 ◽  
Vol 62 (3) ◽  
pp. 271-291
Author(s):  
Peter Ntale ◽  
Jude Ssempebwa ◽  
Badiru Musisi ◽  
Muhammed Ngoma ◽  
Gyaviira Musoke Genza ◽  
...  
Keyword(s):  
Organizational Performance ◽  
Supply And Demand ◽  
Business Environment ◽  
Civil Society Organizations ◽  
Future Research ◽  
University Graduates ◽  
Cross Sectional Survey ◽  
Employment Opportunities ◽  
Content Type ◽  
Graduate Employment

PurposeThe purpose of this paper is to identify gaps in the structure of organizations that hinder collaboration of organizations involved in the creation of graduate employment opportunities in Uganda.Design/methodology/approachData was collected from staff and leaders of 14 organizations that were purposely selected to represent government, private, and civil society organizations. These organizations were selected based on their mandates, which touch on the employability of university graduates in the country in very direct ways. This was a cross-sectional survey design—based on a self-administered questionnaire, key informant interviews, and documentary analysis.FindingsOrganizations were found to have “Tell”/directive decision-making, high power distance between employees, and jobs were not coded in a way that gives employees freedoms to interact and build collaborative relationships. Finally, rules and regulations were very restrictive, disorienting employee's abilities to collaborate.Research limitations/implicationThis research concentrated on the gaps that exist in the structure of organizations from which the results point to inadequate relational, interactional, inclusive, and democratic space among different stakeholders. It would be useful for future research to examine the extent to which the structure of organizations not only impacts collaboration but also measures the level to which it affects organizational performance.Practical implicationsThe knowledge economy of the twenty-first century demands for collaborative engagements with different stakeholders if they are to survive the competitive business environment. Collaborative engagement helps in the sharing of knowledge, expertise, and resources, development of more coherent services, facilitation of innovation and evaluation, avoiding duplication of work, and minimizing conflicts and competition while creating synergy among partners.Originality/valueUnlike previous studies, which have examined employability of graduates from a supply side perspective, this study investigates organizations from both the supply and demand perspectives and identifies synergy that is as a result of bringing organizations to work together.

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