bluuebunny/crossref_metadata_2025_split huggingface dataset:
Competitive intelligence
Authors: Calof Jonathan L. , Wright Sheila 
Published: August 2008

PurposeThe article traces the origins of the competitive intelligence fields and identifies both the practitioner, academic and inter‐disciplinary views on CI practice. An examination of the literature relating to the field is presented, including the identification of the linear relationship which CI has with marketing and strategic planning activities.Design/methodology/approachBibliometric assessment of the discipline. Findings reveal the representation of cross disciplinary literature which emphasises the multi‐faceted role which competitive intelligence plays in a modern organization.FindingsThe analysis supports the view of competitive intelligence being an activity consisting dominantly of environmental scanning and strategic management literature. New fields of study and activity are rapidly becoming part of the competitive intelligence framework.Research limitations/implicationsThe analysis only uses ABI Inform as the primary sources for literature alongside Society of Competitive Intelligence Professionals (SCIP) and Competitive Intelligence Foundation (CIF) publications, particularly the Journal of Competitive Intelligence and Management. A more comprehensive bibliometric analysis might reveal additional insights. Simple counts were used for analytical purposes rather than co‐citation analysis.Practical implicationsAttention is drawn to the need for the integration of additional, complementary fields of study and competitive intelligence practice. It is clear that today's competitive intelligence practitioner cannot afford to rely on what they learned 20 years ago in order to ensure the continued competitive advantage of their firm. A keen understanding of all business functions, especially marketing and planning is advocated.Originality/valueWhile there have been bibliographies of competitive intelligence literature there have been few attempts to relate this to the three distinct areas of practice. This article is of use to scholars in assisting them to disentangle the various aspect of competitive intelligence and also to managers who wish to gain an appreciation of the potential which competitive intelligence can bring to marking and business success.
A strategic marketing intelligence and multi‐organisational resilience framework
Authors: Trim Peter R.J. , Lee Yang‐Im 
Published: August 2008

PurposeThe paper seeks to explain how competitive intelligence officers can participate more fully in strategy formulation and implementation, and how they can contribute to the strategic intelligence process.Design/methodology/approachThe paper presents a review of the literature and the development of a strategic marketing intelligence and multi‐organisational resilience framework.FindingsCompetitive intelligence officers can contribute more fully to the strategic intelligence process and help establish an intelligence culture that incorporates counter‐intelligence. By adopting a broader understanding of what strategic marketing represents, marketing managers can devise new approaches to managing customer relationships and can develop international/global brand positioning strategies that when implemented counter the actions of legitimate competitors and new entrants, and disrupt the actions of counterfeiters and fraudsters.Research limitations/implicationsA study can be undertaken to establish how a multi‐organisational resilience value system evolves within an organisation, and how trust and credibility among competitive intelligence professionals can be developed.Practical implicationsAcademics and practitioners can collaborate in order to establish how an intelligence culture can be created within an organisation. Furthermore, they can also collaborate in establishing how a proactive approach to risk assessment can underpin scenario analysis and planning and aid the strategic decision‐making process.Originality/valueA number of insights are provided into how competitive intelligence officers contribute to the development of a multi‐organisational resilience value system that is underpinned by an intelligence culture.
Competitive intelligence: a multiphasic precedent to marketing strategy
Authors: Dishman Paul L. , Calof Jonathan L. 
Published: August 2008

PurposeThe paper seeks to explore competitive intelligence as a complex business construct and as a precedent for marketing strategy formulation.Design/methodology/approachIn total, 1,025 executives were surveyed about their companies' usage of competitive intelligence collection, analysis, and dissemination as well as their perception concerning certain organizational characteristics.FindingsThis research develops and tests intelligence as a precedent to marketing strategy formulation, revealing multiple phases and contributing aspects within the process. It also discovers that the practice of competitive intelligence, while strong in the area of information collection, is weak from a process and analytical perspective.Research limitations/implicationsWhile the sample was indeed a census of Canadian technology firms, care must be taken in generalizing the study beyond this industry, and certainly beyond the Canadian borders. Also, the questionnaire used only dichotomous variables (yes/no answers), which limited the testing that could be done.Practical implicationsUsing these results, competitive intelligence departments and professionals can improve efficacy within their approach and execution strategies.Originality/valueThe contribution of this paper is two‐fold. It reveals many of the “state‐of‐the‐art” levels of practice within current competitive intelligence efforts, and it proposes a model of the intelligence process.
Competitive intelligence information and innovation in small Canadian firms
Authors: Tanev Stoyan , Bailetti Tony 
Published: August 2008

PurposeThe paper seeks to examine the relationship between the number of competitive intelligence (CI) information topics used by small Canadian firms and their innovation performance, measured by the number of newly launched products, processes and services.Design/methodology/approachA CI information framework was applied including 42 information topics classified into four groups, i.e. industry, competitors, customers and firm. The 45 firms in the sample were classified into three types, i.e. new technology‐based, specialized supplier, and service firms. Statistical analysis was used to analyze the relationship between CI information and innovation.FindingsAnalysis of the results suggested that there was a clear relationship between the CI information firms used and their innovation performance, specialized suppliers firms were the most efficient users of CI information, information about industry and competitors was the least used but highly relevant for firms' innovation performance, and information about customers was found to be highly used and relevant for the innovation of all firms.Practical implicationsThe methodological validation of the CI information framework could help executive managers in the development of analytical tools enhancing the role of CI for new product/process/service launch.Originality/valueThe results demonstrate the need for using appropriate firm classifications and in depth statistical analysis when studying the relationship between CI information and innovation.
An illustration of Bayes' theorem and its use as a decision‐making aid for competitive intelligence and marketing analysts
Authors: Michaeli Rainer , Simon Lothar 
Published: August 2008

PurposeThis paper is intended to enable competitive intelligence practitioners using an important method for everyday work when confronted with conditional uncertainties: the Bayes' theorem.Design/methodology/approachThe paper shows how the mathematical concept of the Bayes theorem applies to competitive intelligence problems. The main approach is to illustrate the concepts by a near‐real world example. The paper also provides background for further reading, especially for psychological problems connected with Bayes' theorem.FindingsThe main finding is that conditional uncertainties represent a common problem in competitive intelligence. They should be computed explicitly rather than estimated intuitively. Otherwise, serious misinterpretations and complete project failures might follow.Research limitations/implicationsIn psychological literature it is a known fact that conditional uncertainties sometimes cannot be handled correctly. Conditional uncertainties seem to be handled well when they are about human properties. This should be verified or falsified in the competitive intelligence context.Practical implicationsIn general, the application of Bayes' theorem should be seen as one of the foundations of competitive intelligence education. Especially, when it is clear in which intelligence research situations conditional uncertainties can or cannot be handled intuitively, competitive intelligence education and practice should be adapted to these findings.Originality/valueCI practitioners can underestimate the value of Bayes' theorem in practice as they are often unaware of the (psychological) problems around handling conditional uncertainties intuitively. The article demonstrates how to take a computational approach to conditional uncertainties in CI projects. Thus, it can be used as part of appropriate CI training material.
Scanning for competitive intelligence: a managerial perspective
Authors: Qiu Tianjiao 
Published: August 2008

PurposeThe purpose of this paper is to advance and investigate empirically how entrepreneurial attitude and normative beliefs influence managerial scanning for competitive intelligence and how managerial scanning efforts subsequently impact managerial interpretation of organizations' strengths and weaknesses in the competitive arena.Design/methodology/approachA structural equation model was tested with survey data from 309 managers in the USA.FindingsThe results indicate that entrepreneurial attitude orientation and market orientation significantly impact managerial scanning for competitive intelligence, which in turn leads to managerial representations of competitive advantage.Research limitations/implicationsThis paper demonstrates that scanning for competitive intelligence is more an entrepreneurial activity than a routine activity for managers, and that managerial scanning efforts can be maximized in highly market‐oriented organizations that value competitive intelligence collection and dissemination. Proactive scanning for competitive intelligence enables managers to develop a fuller picture of the superiority or deficiency of their organizations. Future research needs to address the inherent cyclicity of the managerial sense‐making process.Originality/valueThis paper is the first effort to examine empirically the scanning cycle – that is, the relationships between managerial business motivation, intelligence scanning and sense‐making. It offers strategic guides to both academicians and practitioners on how to achieve a better understanding of the complex and dynamic market through proactive scanning activities.
The role of insight teams in integrating diverse marketing information management techniques
Authors: Fleisher Craig S. , Wright Sheila , Allard Helen T. 
Published: August 2008

PurposeThe paper seeks to address the viability of planning and executing the integration of four often independent marketing information management techniques, i.e. competitive intelligence (CI), customer relationship management (CRM), data mining (DM) and market research (MR).Design/methodology/approachThe research presented is a longitudinal, exploratory and descriptive case study, covering a three‐year period during a critical development phase of a medium‐size, national employer association which sought to improve the quality of marketing‐based insights to its strategic planning capability as well as improve economic outcomes.FindingsIt is possible to achieve profitable and capability enhancing integration of diverse marketing information management techniques. Successful integration and the use of a highly focused cross‐functional team generated better market strategies and bottom line benefits.Practical implicationsThe need to generate greater insight from popular marketing information management and planning techniques is routinely experienced by marketing and other executive decision makers. This article provides a multi‐year roadmap of the successful execution of technique integration, including identifying barriers that arose as well as suggesting solutions for achieving progress.Originality/valueThere are very few case studies published that demonstrate the successful evolution and integration of CI, CRM, DM and MR into the enterprise's strategy‐making process. The unique element of this example is that it was achieved within the context of a medium‐sized, national, not‐for‐profit employer association.
Recruitment/selectors' perceptions of male and female trainee managers
Authors: Kniveton Bromley H. 
Published: August 2008

PurposeThe aim of this paper is to investigate whether those involved with recruitment/selection (RS) react differently towards male and female trainee managers.Design/methodology/approachMeasures of the perceptions towards trainee managers were collected from 440 managers and professionals involved in recruitment/selection (RS).FindingsIt was found that males were seen to have more stereotype male management characteristics than females. Female (RS) perceived female management trainees as possessing more male management characteristics than did male (RS).Practical implicationsThe stereotype of the management trainee held by male (RS), with its emphasis on “male characteristics” would suggest females do face an unequal struggle in their careers. It is argued that male management characteristics, whilst possibly appropriate for organisations with a hierarchical structure, may not be as appropriate for the participatory organisational structure, which is becoming more common. Suggestions are made to help develop management skills for both male and female trainees.Originality/valueThis article gives the perceptions of people who recruit male and female trainee managers and will be of interest to employers and employees alike.
Strategic HRD practices as key factors in organizational learning
Authors: Tseng Chien‐Chi , McLean Gary N. 
Published: August 2008

PurposeThe purpose of this paper is to explore the relationships among strategic HRD (SHRD) practices and organizational learning; and the relationships among organizational learning and HRD outcomes through a literature review.Design/methodology/approachKeywords were identified to use in the literature search: HRD, SHRD practices, and organizational learning. All of the several electronic databases available in the university's electronic library, including both journal and book sources, were used to search for resources, as well as Google Scholar and Google.FindingsOrganizations that learn and develop their SHRD practices have more opportunities to obtain and integrate the nine HRD outcomes in the learning process: organizational mission and goals, top management leadership, environmental scanning, HRD strategies and plans, strategic partnerships with line management, strategic partnerships with HRM, trainers as organizational change consultants, influence corporate culture, and emphasis on individual productivity and participation.Research limitations/implicationsThe study was exploratory, based on a literature review. Empirical research is needed to examine why some SHRD practices, like culture recognition, environmental scanning, and organizational mission and goals, were suggested as key factors in organizational learning.Practical implicationsInstilling more SHRD practices through organizational learning may lead to more desired HRD outcomes.Originality/valueThe research constructs a conceptual framework to outline the relationships among SHRD practices and organizational learning. Value was created when strategic HRD practices were identified as key factors in organizational learning.
An historical analysis of HRD knowledge
Authors: Storberg‐Walker Julia , Bierema Laura L. 
Published: August 2008

PurposeThe purpose of this article is to analyze the historical development of HRD knowledge. The analysis aims to use the qualitative research technique of text deconstruction on an important management text from the human relations phase of organization theory. Deconstruction is not a common method to HRD. In this paper, HRD scholars interested in how HRD knowledge and theories are created are given this tool to expose implicit assumptions.Design/methodology/approachThe article uses text deconstruction, based on Bradshaw.FindingsThe deconstruction identified several beliefs that suggest that Roethlisberger was operating from a masculine epistemological perspective. Two clusters of findings emerged: one cluster revolved around the role of the researcher, and the other cluster revolved around the role of gender.Research limitations/implicationsPostpositivist perspectives on knowledge generation and theory building in HRD are limited. Post‐structural analyses need to be considered.Practical implicationsThe article exposes how a gendered history influenced HRD scholarship and practice, and provides suggestions for future scholarship and practice.Originality/valueLegitimizes text deconstruction as an integral research tool for HRD.
Outward foreign direct investment and human capital development
Authors: McDonnell Anthony 
Published: August 2008

PurposeThe purpose of this paper is to examine the pattern of outward foreign direct investment (FDI) by Irish MNCs, and more specifically, to investigate their approach to human capital development and how these correspond to foreign MNCs in Ireland. In particular, it seeks to investigate training and development expenditure, adoption of succession planning, use of formal development programmes for senior management “potential”, and also the presence of a specific “key group” development programme.Design/methodology/approachData were obtained through the largest, most representative study ever conducted on multinational companies (MNCs) in Ireland. The most senior human resources practitioner in these firms completed a questionnaire, through the personal interview medium, on various facets of their human resource management (HRM) practices. In total 260 usable interviews were completed equating to an overall response rate of 63 per cent. This represents a 78 per cent response rate for Irish MNCs, the primary focus of this paper, and 60 per cent for foreign MNCs.FindingsOverall, Irish MNCs tend to compare favourably with their foreign counterparts in terms of the human capital development mechanisms examined. Only one statistically significant association was found regarding differences between Irish and foreign owned MNCs, Irish MNCs were found to be significantly less likely to have formal management development programmes.Originality/valueThe study is the first large scale, representative survey to be conducted on MNCs in Ireland helping to address the research lacuna on Irish owned MNCs.
Training for template creation: a performance improvement method
Authors: Lyons Paul 
Published: August 2008

PurposeThere are three purposes to this article: first, to offer a training approach to employee learning and performance improvement that makes use of a step‐by‐step process of skill/knowledge creation. The process offers follow‐up opportunities for skill maintenance and improvement; second, to explain the conceptual bases of the approach; and third, to demonstrate the efficacy of the approach as it is applied in the field.Design/methodology/approachThe methodology consists of two major features: the explication of how the template approach is applied, in general; and then the performance of two groups of employees is compared following training. One group was trained in the template approach while the other group was trained using more traditional methods. Conventional performance measures were used to assess group differences.FindingsFollowing training the two employee groups were compared. The hypotheses stated that there would be no differences in performance on these measures: gross sales attained; manager rating of employee performance; and customer satisfaction with regard to sales representative's; product knowledge; helpfulness in the business context; and overall performance. Significant differences were noted for manager rating, product knowledge, and overall performance.Research limitations/implicationsThis study was exploratory in nature with a limited range of performance measures. The sample sizes were not large. The use of different pairs of trainers for the sub‐samples helps to dampen trainer bias but helps create differences in training conditions that could influence employee learning and performance.Practical implicationsStudy results demonstrate that the training approach has merit and warrants further study. The study depicts how a partnership among trainers, managers, and employees can lead to successful training outcomes.Originality/valueThe training approach has substantial implications for management development regarding learning and change. The template approach adds to the repertoire of training methods. It also helps to reinforce the growing body of research that bases learning and performance improvement on script‐based methods.
Description of electrical machine windings in the finite element space
Authors: Demenko Andrzej 
Published: August 2008

PurposeThis paper seeks to develop 3D finite element methods for the electromagnetic field calculation in electrical machines and to present the discrete methods of winding description.Design/methodology/approachThe 3D finite element models of electrical machine windings are considered. Attention is paid to the windings with stranded conductors. The finite element equations are considered as the equations of magnetic networks. The formulation of matrix that transforms winding currents into the field sources is discussed. This matrix is also used in the calculations of flux linkages. In the proposed method, the winding loops are replaced by a set of plane loops. The field sources are defined by the numbers of these loops around the element edges and loops associated with element facets.FindingsThe presented description is the 3D finite element representation of MMF description used in the classical models of electrical machines. The advantage of the proposed approach is that the source description can be successfully applied in the FE method using single scalar potential. In addition, the presented approach guarantees a good convergence of ICCG procedure of solving edge element equations for ungauged formulation using magnetic vector potential.Originality/valueThe applied analogies between the finite element formulation and the equivalent magnetic network models help to formulate an efficient method of field source description. The developed method allows one to apply single magnetic scalar potential in the 3D finite element analysis of electrical machines.