bluuebunny/crossref_metadata_2025_split huggingface dataset:
Fluorescence spectroscopy and chemometrics for classification of breast cancer samples—a feasibility study using extended canonical variates analysis
Authors: Nørgaard Lars , Sölétormos György , Harrit Niels , Albrechtsen Morten , Olsen Ole , Nielsen Dorte , Kampmann Kristoffer , Bro Rasmus 
Published: July 2007

AbstractThe objective of this phase I feasibility study is to investigate whether fluorescence spectroscopy of serum samples in combination with multivariate data analysis can be used to discriminate healthy females from breast cancer patients with solitary and multiple metastases, respectively. Serum samples were obtained from 39 females: 13 healthy females (controls) and 26 clinically diagnosed patients with either solitary metastases (11 patients) or multiple metastases (15 patients). Fluorescence spectra were measured on undiluted samples and samples diluted 20 times and 500 times. Extended Canonical Variates Analysis (ECVA) was applied to develop classification models on the data. Three‐group ECVA based on all spectroscopic data (5221 variables) gave five misclassifications in total, while sequential ECVA models on selected excitation wavelengths yielded two errors. The fluorescence spectroscopic results were compared with results based on the three tumor markers cancer antigen 15‐3 (CA 15‐3), carcinoembryonic antigen (CEA), and tissue polypeptide antigen (TPA). The lowest number of errors obtained using ECVA on the biomarkers was seven. Furthermore, fluorescence spectroscopy made it possible to discover sample subgroupings: females with solitary and multiple metastases could be divided into two subgroups according to the spectral patterns of the samples. Copyright © 2007 John Wiley & Sons, Ltd.
CI software applications: Information technology and effective CI organizations
Authors: Closs David I. , Droge Cornelia L. 
Published: July 2007

AbstractMany companies are unaware of the information technologies that can be used to enhance competitive intelligence (CI) efforts. Others, enamored with the potential of these technologies, find themselves mired in a technical bureaucracy created by their new systems. These new systems have not effectively responded to CI personnel nor the end users.The root cause of ineffective CI systems is frequently poor internal linkages among people. What are the organizational problems associated with sophisticated CZ systems based on new technologes! What are the solutions?I asked two individuals, one who specializes in information technologies and the other in organization problems, to address these questions. David Closs researches information management issues and Cornelia Droe studies organization issues as associate professors at tae Graduate School of Business Administration, Michigan State University (517‐353–6381). Glen Omura
The role of competitive intelligence for US competitiveness
Authors: Prescott John 
Published: July 2007

AbstractLast summer Judge William Webster, then Director of the Central Intelligence Agency, indicated that the CIA was considering becoming more involved in business and economic intelligence. Their goal was to help increase the international competitiveness of US industries.At the suggestion of Bob Margulies, the Board decided that the Society should develop a position on the involvement of the government intelligence community in international Competitive Intelligence (CI) and Business Intelligence (BI). In January, Bob Margulies, John Prescott, and I met with staff members of the Senate and House Select Committees on Intelligence. They advised us to develop a broader position statement on the importance of business and economic intelligence in competitiveness. We should also recommend what roles all relevant areas of the US Government should play, not just the CIA or the Intelligence Community.Based on these suggestions, John Prescott asked me to chair a task force to develop a position statement for the Society on the role of CI/BI in global competitiveness and what the US Government's role (if any) should be in this regard. Target date for a preliminary draft of the position statement is January 31, 1992.In July, the Society presented testimony to the Ways and Means Committee hearing on Factors Affecting US International Competitiveness. The following testimony, prepared by Mindy Kotler, Jan Herring, and myself, was to be presented by John Prescott. Due to time limitations for the hearing, we were only allowed to submit written copies for the record. Elements of this testimony will be used in the comprehensive position statement. Jim Leonard, Coors Brewing.
Electronic distribution of business intelligence
Authors: Foulds Susan 
Published: July 2007

AbstractE‐mail and electronic sources of real‐ and near‐time news stories provide a timely means for delivering information that supports competitive intelligence. Susan Foulds, VP of Business Development of Information, Inc. an electronic information publishing company, has been invited to share with us how electronic industry news delivered over E‐mail can benefit a competitive intelligence organization. Susan is responsible for her company's custom and industry electronic news information service, which includes Telecom Today. Lera Chitwood.
Competitive intelligence on internet
Authors: Graef Jean 
Published: July 2007

AbstractRecently I obtained access to the Internet and took a class on the basics, but I was still not sure how to use it for competitive intelligence (CI). So, I invited a friend of mine, Jean Graef, who teaches a course in Internet access, to address the issue for all of us in CI.Jean and I have progressed through the years along similar career paths, from teaching English, to being librarians, and now to working within CI. Her expertise is in understanding computers and networks in the electronic delivery of information.
How Japanese electronic component firms evolved turnaround strategy
Authors: Lwasaki Naoto , Kaiho Hidetaka 
Published: July 2007

AbstractJapan's recent, unprecedented recession hit electronic component firms particularly hard. Case studies of four distressed firms reveal the key actions that led to successful turnarounds. TDK changed its strategy from mere expansion to developing new technologies closely based on its core competencies. ROHM reorganized its sales system, abolished small orders, and stopped trying to adapt to every assembler's needs. Omron launched a corporate effort to create synergy between three main business domains. ALPS underwent a drastic restructuring and retrenchment, reducing components types and cutting its labor force while expanding overseas production. All four successful turnarounds involved abandoning strategies based on pleasing component assemblers in favor of strategies better reflecting the firms' own needs. © 1996 John Wiley & Sons, Inc.
Competitive intelligence at xerox
Authors: Vezmar Judith M. 
Published: July 2007

AbstractXerox, renowned for its quality products and with a reputation for technological innovation, nevertheless found itself blindsided by competitive challenges beginning in the 1970s. In response, the company established a competitive intelligence operation that works globally, nationally, and locally to help decision makers anticipate and counteract competitor moves. Benchmarking is a major focus, and includes service leaders outside the office‐equipment field. Xerox's Competitive Evaluation Lab keeps company engineers informed about competitor product developments. Its sales and service reps have a Competitive Hot Line to phone in information. And Xerox continually surveys current and potential customers regarding the perceived strengths and weaknesses of the company and its competitors. All this information is fed into a national competitive database, accessible to the company's sales force via their laptops. © 1996 John Wiley & Sons, Inc.
Technology intelligence and technology scouting
Authors: Brenner Merrill S. 
Published: July 2007

AbstractTechnology intelligence is rapidly becoming a widely recognized and important subset of the broader process of competitive intelligence. This article describes what the author views as the differentiating characteristics of business intelligence, competitive intelligence, and technology intelligence, and how external technology scouting—seeking new ideas in science and technology for further development—is filling a major and integrated role. © 1996 John Wiley & Sons, Inc.
Benchmarking the “external technology watching” process: Chevron's experience
Authors: Ransley Derek L. 
Published: July 2007

Abstract“External Technology Watch,” or ETW, is Chevron's term for monitoring how emerging technologies can impact the company. Traditionally, as with other companies, Chevron's long‐range research efforts were focused on serving the research needs of existing business units. The additional efforts of its technology awareness committee are geared toward monitoring technologies not now within any business unit's planning horizons. A benchmarking study comparing technology monitoring at several companies showed the importance of paying attention to the context within which ETW is carried out. Chief technology officers, or senior technology committees, can help position efforts to better meet the CEO's initiatives. Identifying enabling technologies that support core competencies was a key issue, as was having formalized ETW processes linked to mainstream R&D activities, including joint activities with universities, government labs, and other companies. © 1996 John Wiley & Sons, Inc.
Can competitive intelligence lead to a sustainable competitive advantage?
Authors: Cory Henneth D. 
Published: July 2007

AbstractAre competitive intellgence operations producing the tangible results they promise? To help CI managers answer this question, the author provides guidance for analyzing which activities are more likely—and less likely—to result in a sustainable competitive advantage. To begin with, CI activities are shown to be an important resource that firms can draw on to enhance the effectiveness and efficiency of their operations. Next, by using a simple four‐question VRIO model for determining if a resource is Valuable, Rare and/or Inimitable and whether the Organization is capable of taking advantage of the resource, managers can separate those activities that lead to competitive advantage from those that can, at best, lead to competitive parity—or worse. The following section steps the reader through a number of examples using this model, taking a look at various attributes of a typical CI program and discussing why all CI activities are not equally adept at providing opportunities for a competitive advantage. Finally, ideas are offered regarding how the product of CI activity can help to secure the CI department's position as an invaluable firm resource. © 1996 John Wiley & Sons, Inc.
Competitive intelligence goes to war: CI, the war college, and competitive success
Authors: Chussil Mark J. 
Published: July 2007

AbstractBusiness war‐gaming can help overcome the disconnection between competitive intelligence and competitive strategy. Specifically, that gap can be bridged with (1) scenario thinking and planning, using CI to track early‐warning indicators that reveal which scenario is unfolding; (2) real‐time strategy, organizing a competitive‐strategy information system that tracks relevant data before they are requested; and (3) applying new strategy tools and processes, including a competitive strategy simulator, which provides what‐if tests of strategy options under different scenarios. Each of these tools makes possible “war college” strategy development and use of the “war room,” which takes the war college from an event to an ongoing process. The author describes the results from actual war colleges focused on specific business situations. An appendix allows readers to try their own hands at applying CI to competitive strategy decisions. © 1996 John Wiley & Sons, Inc.
Outsourcing as a strategic tool
Authors: Smith Joe 
Published: July 2007

AbstractOutsourcing should be seen as a tool for improving competitive advantage, not merely as a means to save money. Because outsourcing often is still viewed as a “last resort,” its use can confuse your competition into making false assumptions and taking tactical and strategic missteps. Here are tips on the right way to approach outsourcing: assessing whether it provides greater value, using a team approach to determine needs, and never outsourcing a strategic function. © 1996 John Wiley & Sons, Inc.
Experiential modeling: Innovation opportunity for competitive intelligence professionals
Authors: Kesting William Roy , Woods Kathleen K. 
Published: July 2007

AbstractExperiential Modeling (EM) consists of a portfolio of tools that translates the judgment of individuals into data that can be used to predict the “know‐how” (informal, unrecorded professional experience) of competitors before they are able to use it to advance their own businesses. The authors content that knowledge has two components: data and experience. The definition of these as well as the difference between information, know‐how, knowledge, and knowledge blocks are examined. The role of intelligence professionals, the authors say, is not to gather information to pass on to decision makers, but rather to design the structure and tools required to focus the decision makers' judgment into “knowledge blocks” (concisely written problem‐solving documents, incorporating judgments based on valid experiences) that enable decision makers to solve their own “puzzle.” The essential components of the EM methodology are the design of complex templates and glossaries of terms, modeling processes that convert judgment into mathematical equations, and the skill to use these equations to solve complex puzzles. The authors provide an overview of EM as well as three case studies. © 1996 John Wiley & Sons, Inc.
The intelligence asset‐building process
Authors: Solomon Marc 
Published: July 2007

AbstractAs competitive intelligence becomes more established as a professional discipline, the need grows to devise ways of measuring and quantifying the results of intelligence gathering operations. “Intelligence asset‐building” is one way of applying effective measures to CI efforts. This process includes surveying and interviewing CI practitioners and intelligence users to determine how information is used and how well intelligence needs are being met by current systems and practices. The results, based on tabulated findings and a final report, can give tangibility to CI functions and help justify funding for CI operations. © 1996 John Wiley & Sons, Inc.
Competitive intelligence at motorola
Authors: Galvin Robert H. 
Published: July 2007

AbstractIn the fall issue (vol. 7, no. 3), we presented a symposium drawn from the panel discussions at the SCIP/Rutgers University CEO Roundtable on Competitive Intelligence, held last year in New York City. During that historic gathering, some of the CEO participants advocated in favor of establishing dedicated competitive intelligence units staffed by CI professionals and headed by a Competitive Intelligence Officer. Others favored more loosely structured efforts, in some cases simply having operating departments and staff contribute information into an accessible database. Robert Galvin, the chairman of the Executive Committee of Motorola, Inc. and one of the pioneers of modern corporate competitive intelligence (Motorola's Business Intelligence system is recognized by many as the most advanced operation of its kind), listened to the discussion and then took the podium, where he spoke adamantly in favor of CI as a professionally staffed effort, with an intelligence program that is both centralized and widely disbursed throughout the company. Below, we provide an excerpt of his remarks. © 1997 John Wiley & Sons, Inc.
Face to face: Getting international ci through in‐person interviews
Authors: Peabody Nora H. 
Published: July 2007

AbstractPrimary research on global competitors, when gathered through in‐person interviews, is likely to yield information far more valuable than data collected via secondary sources or through telephone interviews and thus prove more cost effective in the long run. In‐person interviewing can overcome language and cultural barriers, promote empathy, and allow for the observation of body language and interpersonal dynamics that may prove revealing. Interviews, well planned and scheduled in advance of the trip, can be conducted directly with competitors or with sources who are part of the target's business environment, such as customers, suppliers, and associates. An exchange of potentially useful information can help motivate potential sources to agree to an interview. Interviewees speaking with you in your language, rather than their own, may share more information than they intended, since they are usually less able to shade their responses with the subtlety available when they speak their native tongue. The author discusses interview techniques and provides a case study showing how well‐executed in‐person interviews not only disclosed an overseas competitor's business beliefs and market assumptions, but divulged the firm's unannounced plans to radically change its strategic direction. © 1997 John Wiley & Sons, Inc. © 1997 John Wiley & Sons, Inc.
Sustainability analysis for competitive intelligence: Success factors for the new economy
Authors: Hidding Gezinus J. , Williams Jeffrey R. 
Published: July 2007

AbstractSustainability Analysis is a new method in competitive strategy that incorporates the different effects of time on the creation and erosion of business advantage. In the new Information Age economy, the speed at which products move through their life cycles has accelerated. Sustainability Analysis takes obsolescence as a given and recasts traditional strategic thinking into “action‐reaction cycles” at the product level, providing better measures for understanding the competitive stance of a particular product over time. Such measures include product economic half‐life: the amount of time it takes for marginal profit per unit to drop to one‐half of the peak amount. Sustainability Analysis can provide early warnings of changing “rules of the game,” especially in complex (“hybrid”) or shifting (“transition”) businesses. As Sustainability Analysis expands traditional thinking, existing CI measures and data may be interpreted in multiple ways, depending on the action‐reaction cycle of a given product. CI thus become more relevant to strategic decision making. © 1997 John Wiley & Sons, Inc. © 1997 John Wiley & Sons, Inc.
Competitive knowledge management: You can't reengineer what never mas engineered in the first place
Authors: Powell Tim 
Published: July 2007

AbstractCompetitive Knowledge Management (CKM)—which recognizes competitive intelligence as a core aspect of knowledge management—is most likely to succeed when developed as an initiative coordinated across business units. This allows competitive knowledge already existing in companies to be effectively exploited for competitive advantage. Viewing CKM as a business process rather than a stand‐alone operation allows traditional business functions to play a key role in the core CKM mission—bringing information and intelligence to strategic decision makers. The problem: these functions typically operate as organizational fiefdoms, rarely coordinating with each other regarding intelligence. Often, intelligence efforts have never been engineered with an overall vision of a company‐wide competitive knowledge process. The author discusses basic principles for managing a business process and suggests how these can be used in the context of CKM. He proposes as a CKM process model a “superagency” that would act as the central nervous system of the corporation, and suggests how the current CI model could evolve, stage by stage, into a CKM superagency. He further notes that integrated CKM requires coordination along four dimensions to be effective. He proposed that the CKM process owner be a corporate officer (the Chief Knowledge Officer), and describes the characteristics of that role. Finally, he offers a general method that can be used to speed the development of a competitive knowledge process, and advises how to surmount the attitudinal hurdles of a resistant corporate culture. © 1997 John Wiley & Sons, Inc.
CI and market risk/complexity: Results from an australian survey
Authors: Hall Chris , Bensoussan Babette 
Published: July 2007

AbstractThis article reports on a survey of competitive intelligence as used by a representative cross‐section of Australian firms, examining possible relationships between CI usage, levels of market risk and complexity, management information needs, and the competitive environment. Australia is believed representative of post‐industrial economies, combining a diverse and sophisticated market with high exposure to international competition. The survey found that, as expected, CI usage is higher in markets where exposure to risk is greater, but this linkage varies significantly between, and even within, industries. Management perceptions and awareness of information needs have a major effect on CI usage. While improved CI “processes” had the biggest effect on improving perceived competitiveness in industries such as Retail/Wholesale and Transportation, in other industries increasing the number of CI “sources” was more likely to be associated with improved competitiveness. © 1997 John Wiley & Sons, Inc.
Ethical issues in competitive intelligence practice: Consensus, conflicts, and challenges
Authors: Treviño Linda Hlebe , Weaver Gary R. 
Published: July 2007

AbstractThis overview of the state of ethics in competitive intelligence practice is based on interviews the authors conducted with a diverse group of CI professionals. They found that while some organizations are addressing CI ethics quite seriously, most CI practitioners feel left on their own, relying on personal background and intuition to make tough ethical decisions. Current ethical guidance is too vague to be truly helpful. Moreover, support from employers, industry groups, and the CI profession is needed to counteract pressures and incentives to overstep ethical boundaries. The authors' analysis identifies a number of ambiguous issues and conflicting expectations for which there is currently no consensus within the profession, such as misrepresentation that occurs by omission (rather than commission). Another area of concern involves consultants and the potential for conflicts of interest in their work. Finally, the authors offer a number of recommendations for supporting ethical CI practice. © 1997 John Wiley & Sons, Inc.
Technology watch and competitive intelligence: The european way
Authors: Dou Henri Jean‐Marie 
Published: July 2007

AbstractThe European approach to competitive intelligence differs in many respects that the North American. Below, Professor Henri Jean‐Marie Dou, who has created and led CI degree programs in French universities, most notably at the CRRM Centre Scientifique de St. Jérǒme at the Université Aix‐Marseille III, provides a perspective on how “technology watch” and competitive intelligence are taught and practiced in Europe. The author provides an overview of recent French academic efforts and discusses common European methodologies for competitive intelligence gathering and analysis, © 1997 John Wiley & Sons, Inc. © 1997 John Wiley & Sons, Inc.
Optical isolators for optical communication systems
Authors: Makio Satoshi , Takeda Shigeru , Sakano Shinji , Chinone Naoki 
Published: July 2007

AbstractIn large‐capacity, high‐speed and long‐distance optical communication systems, an optical isolator is one of the key devices for stable laser diode operation.This paper discusses first the required characteristics of an optical isolator, and then features of its various types based on connection with surrounding optical circuit are described. Next, the stage of the art of the magnetooptical materials required for optical isolators and the magnetic circuit design are reviewed; and, finally, recent developments of optical isolator devices are reported.