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.

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.

scholarly journals Integration of business intelligence with corporate strategic management

2017 ◽  
Vol 7 (2) ◽  
Author(s):  
Mouhib Alnoukari ◽  
Abdellatif Hanano
Keyword(s):  
Strategic Management ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Business Intelligence ◽  
Corporate Performance ◽  
Decision Makers ◽  
Corporate Strategies ◽  
Flexible Organizations ◽  
Corporate Strategic Management

Integration of business intelligence and corporate strategic management has adirect impact on modern and flexible organizations. This integration helps decision makers toimplement their corporate strategies, adapt easily to changes in the environment, and gaincompetitive advantages. This paper extends the studies in this domain, and clarifies therelationships between business intelligence and strategic management. It highlights also therole of business intelligence in corporate performance management and strategic intelligence.This paper proposes a BSC-BI framework that facilitates the integration of business intelligencewith a balanced scorecard methodology. The BSC-BI framework implementation isdemonstrated using a case study on the telecom field.

Balanced Scorecard in the strategic planning of a construction company

2018 ◽  
Vol 1 (1) ◽  
pp. 1
Author(s):  
Roberth Frias ◽  
Maria Medina
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Balanced Scorecard ◽  
Organization Theory ◽  
Management Control ◽  
Management Tool ◽  
The Balanced Scorecard ◽  
Construction Company ◽  
Construction Companies ◽  
The Impact

This research focused on the strategic management tool Balanced Scorecard and strategic planning, as a guide to guide the management of companies, allowing communication and the functionality of the strategy using KPIs that allow to identify, maintain control and increase efficiency and the achievement of optimal results. For the deductive hypothetical analysis, the specific factors that affect business management performance were grouped into two variables: Balanced Scorecard and Strategic Planning. The objective of the work was to demonstrate the impact of the Balanced Scorecard in the strategic planning of a construction company. In order to support the research, the following theories were approached: the Financial Theory, the Economic Theory of the Company, the Transaction Costs, the Network Theory, the Organization Theory, the Dependence on Resources, the Strategic Management Theory and the Business Diagnosis Theory. The result obtained confirms the hypothesis that there is a significant incidence of the Balanced Scorecard in the strategic planning of construction companies. In conclusion, the construction company has obtained significant improvements in the results in each of the indicators evaluated with the implementation of the Balanced Scorecard, demonstrating improvements in their management results, affirming that there is better performance and management control allowing them to achieve the organizational objectives set.

scholarly journals How companies work and fail to work with business intelligence

2017 ◽  
Vol 7 (2) ◽  
Author(s):  
KLAUS SOLBERG SØILEN
Keyword(s):  
Decision Making ◽  
Balanced Scorecard ◽  
Business Intelligence ◽  
Organizational Decision Making ◽  
Performance Technology ◽  
Military Organizations ◽  
The Balanced Scorecard ◽  
English Grammar ◽  
Business Intelligence Systems ◽  
The Impact

Most papers in this issue deal with different sides of business intelligence systems. Empirical data froma number of countries and companies are gathered to illustrate how companies work and fail to workwith competitive intelligence.The paper by Alnoukari and Hanano, entitled “Integration of business intelligence with corporatestrategic management,” deals with the relationships between business intelligence and strategicmanagement. The paper proposes a BSC-BI framework that facilitates the integration of businessintelligence with the balanced scorecard methodology using an example of a case from the telecomindustry.The paper by Jürgens, “Patent bibliometrics and its use for technology watch,” is on the topic oftechnology watch and statistical analysis of patent information and proposes patent indicators fortechnology watch activities, which are classified into four categories: performance, technology, patentvalue and collaboration indicators. The case of nanotechnology for a whole country is applied asexample.The paper by Søilen, “Why care about competitive intelligence and market intelligence? The case ofEricsson and Swedish Cellulose Company (SCA),” tries to answer that question with an example of twoSwedish companies. The history of the intelligence function in private companies is compared to that ofstate and military organizations. The most interesting question turns out to be why more companiesdon't pay attention to CI and MI when so many arguments speak to their advantages.The paper by Gauzelin and Benz is entitled “An examination of the impact of business intelligencesystems on organizational decision making and performance: The case of France”. This empirical studyexamines the impact of business intelligence systems on organizational decision-making andperformance. They found that when BI systems are deployed in SMEs, they facilitate timely decisionmaking, improve organizational efficiency, enable a company to meet client’s needs appropriately andlead to more satisfied employees.The paper by Langlois and Chauvel is entitled “The impact of supply chain management on businessintelligence”. The authors argue for why it makes sense to see the BI function as an extension of supplychain management, but moreover they show how difficult it has become to separate BI from other ITintensive processes in the organization.As always, we would above all like to thank the authors for their contributions to this issue of JISIB.Thanks to Dr. Allison Perrigo for reviewing English grammar and helping with layout design for allarticles and to the Swedish Research Council for continuous financial support.

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.

BISC

2016 ◽  
pp. 501-518
Author(s):  
Atieh Dokhanchi ◽  
Eslam Nazemi
Keyword(s):  
Performance Management ◽  
Business Intelligence ◽  
Enterprise Architecture ◽  
Interdisciplinary Work ◽  
Corporate Strategies ◽  
Strategic Role ◽  
Architecture Frameworks ◽  
And Performance

Despite the importance and the strategic role of Business Intelligence (BI) in organizations and its key impact on successfully executing corporate strategies, in most cases, strategic planning and performance management projects are done independently from BI projects, therefore a holistic and an integrated framework has been proposed in this paper for aligning Business Intelligence initiatives with corporate strategies. This framework as an interdisciplinary work borrows the approach of the Enterprise Architecture frameworks and its structured logical thinking about the organization and was refined through gathering and analyzing expert's opinions. This paper also uses a case study in one bank with the aim of clarifying the application of the proposed framework.

Knowledge Management Strategies

2015 ◽  
pp. 184-194
Author(s):  
Salwa Alhamoudi
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Management Strategies ◽  
Theory And Practice ◽  
Strategic Knowledge ◽  
The Balanced Scorecard ◽  
Public Organisations ◽  
Strategic Knowledge Management

In an era of sweeping technological and economic change, interest in Knowledge Management (KM) and the Balanced Scorecard (BSC) has grown among public administrators because these address issues of change, innovation, and environmental adaptation, all of which have been major concerns in organisation theory and practice for decades and are clearly important now as public organisations are being reinvented and reengineered. This chapter aims to investigate how do Knowledge Management Strategies influence the development of an organisation's strategies and how BSC could be used to develop Strategic Knowledge Management Balanced System (KMBS) for strategic management. The research provides a theoretical theory through linking research and literature on Strategic Management (SM), Knowledge Management (KM), and Balance Scorecard (BSC). This chapter examines the underappreciated influence of strategic Knowledge Management on performance management by using the Balanced Scorecard in the public sector.

Knowledge Management Strategies

2015 ◽  
pp. 857-867
Author(s):  
Salwa Alhamoudi
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Management Strategies ◽  
Theory And Practice ◽  
Strategic Knowledge ◽  
The Balanced Scorecard ◽  
Public Organisations ◽  
Strategic Knowledge Management

In an era of sweeping technological and economic change, interest in Knowledge Management (KM) and the Balanced Scorecard (BSC) has grown among public administrators because these address issues of change, innovation, and environmental adaptation, all of which have been major concerns in organisation theory and practice for decades and are clearly important now as public organisations are being reinvented and reengineered. This chapter aims to investigate how do Knowledge Management Strategies influence the development of an organisation's strategies and how BSC could be used to develop Strategic Knowledge Management Balanced System (KMBS) for strategic management. The research provides a theoretical theory through linking research and literature on Strategic Management (SM), Knowledge Management (KM), and Balance Scorecard (BSC). This chapter examines the underappreciated influence of strategic Knowledge Management on performance management by using the Balanced Scorecard in the public sector.

Exploring the status and effects of balanced scorecard adoption in the non-western context

2017 ◽  
Vol 36 (8) ◽  
pp. 1063-1075 ◽  
Author(s):  
Fauzia Jabeen ◽  
Mohamed Behery
Keyword(s):  
Middle East ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Corporate Performance ◽  
Good Practice ◽  
Western World ◽  
Business Practices ◽  
Content Type ◽  
The Status ◽  
The Impact

Purpose The purpose of this paper is to explore the status of corporate performance management (PM) in the Middle Eastern context, represented by the United Arab Emirates (UAE) and the Kingdom of Saudi Arabia (KSA). In addition, the current study investigates the effects of the adoption of the balanced scorecard (BSC) and aims to explore the impact of the BSC on workplace attitudes and behaviors, as shown by accountability, inspiration, and motivation. Design/methodology/approach Due to the limited knowledge about the subject matter and the limited number of companies adopting the BSC in the Middle East, this study has adopted a descriptive approach to verify the significance of the BSC and to explore the causal relationship amongst the performance perspectives and the different dimensions of the BSC. The sample was drawn from five major business sectors in the UAE and KSA. Findings The results indicate that the BSC indicators are effective tools to evaluate and reflect on corporate performance. The concept of the BSC is considered good practice in the UAE and the KSA. Because of the concept’s compatibility with the local culture and business practices, it can be used to balance shareholder and stakeholder demands. Research limitations/implications One of the main limitations of this study is that the sample is drawn from only two countries from the Middle East and, hence, cannot be generalized. Originality/value This study is one of the first attempts to explore the status of the corporate PM systems in a non-western context using a BSC technique created and typically applied in the western world. In addition, this study is considered a valuable attempt at exploring the effects of the adoption of this technique on an organization’s performance.

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