An integrative framework for strategic intelligence

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

Tackling Lack of Motivation in Aspirational Analytics Companies : SME Examples from the Manufacturing Industry

Establishing business intelligence analytics (BIA) in small- and medium-sized manufacturing enterprises is a pervasive problem. SME’s - the majority of businesses - play an important role in creating jobs, but research is primarily focused on large corporations. The authors worked with small manufacturing companies at the aspirational capability level but found that their motivation to introduce BIA was low. They had many business challenges but perceived the obstacles (primarily cost and effort) as too great, and their priorities were with operational issues. A two-phase approach based on a well-known analytics maturity model was devised to help raise company motivation. The article describes three studies in different companies using variations of the approach. Comparative analysis of the cases shows that demonstrating a clear path to improved functional efficiency is key to improving motivation, and that simple, easy to learn tools can provide these insights at little cost.EISBN13: 9781522566922BISONMM

An empirical investigation of capability factors affecting strategic information system planning success

Strategic information systems planning (SISP) is more difficult in today’s world of rapid change and uncertainty. The dynamic changes in the environment require a fit between SISP and internal resources of the firm. A need exists to study SISP success based on a broad set of organizational attributes of firm. In this regard, a resource-based view (RBV) has gained increasing dominance in the strategic management field and views organization as a bundle of resources. Reviewing SISP literature reveals little on what the essential Information Systems’ formulation (IS) capabilities for SISP are and how they affect success. In this study, the relationship between capability factors and SISP success are explored. Capability factors were compiled through literature review and validated by using interviews. Hypotheses were developed and tested utilizing responses collected from 167 medium to large Iranian organizations. Using PLS for data analysis, the results show the important role of capability factors in SISP success that could be beneficial for both practice and research