The intelligence alchemy and the twenty-first century organization

Strategic Change

Volumn 18, Issue 3-4, 2009, Pages 125-139

  Maguire, Stuart ^a   Ojiako, Udechukwu ^b   Robson, Ian ^c  

^a UNIVERSITY OF SHEFFIELD   (United Kingdom)

^b UNIVERSITY OF SOUTHAMPTON   (United Kingdom)

^c UNIVERSITY OF DUNDEE   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84926346335     PISSN: None     EISSN: 10991697     Source Type: Journal    
DOI: 10.1002/jsc.843     Document Type: Article

References (52)

1. Antill L, Wood-Harper A. 1985. Systems Analysis. Heinemann: New York.
2. Antonacopoulou E, Meric J. 2005. A critique of stake-holder theory: management science or a sophisticated ideology of control? Corporate Governance 5(2): 22–33.
3. Aulakh P, Sarkar M. 2005. Strategic ambidexterity in international expansion: exploration and exploitation of market, product, and organization boundaries. Academy of Management Best Paper Proceedings, International Management Division, IM31–7.
4. Babbar S, Rai A. 1993. Competitive intelligence for international business. Long Range Planning 26(3): 103–113.
5. Baskerville R. 1999. Investigating information systems with action research. Communications of the AIS 2(3): 1–32.
6. Bernhardt D. 1994. I want it fast, factual, actionable — tailoring competitive intelligence to executives' needs. Long Range Planning 27(1): 12–24.
7. Bessant J, Lamming R, Noke H, Phillips W. 2005. Managing innovation beyond the steady state. Technovation 25(12): 1366–1376.
8. Burnes B. 2005. Complexity theories and organizational change. International Journal of Management Reviews 7(2): 73–90.
9. Chan S. 1979. The intelligence of stupidity: understanding failures in strategic warning. American Political Science Review 73(1): 171–180.
10. Charters D. 2001. The challenge of completely ethical CI and the CHIP model. Competitive Intelligence Review 12(3): 44–54.
11. Cowan D. 1994. Good information — generals cannot do without it: why do CEOs think they can? Marketing Intelligence and Planning 12(11): 16–21.
12. Day G, Schoemaker P. 2004. Driving through the fog: managing at the edge. Long Range Planning 37(2): 127–142.
13. Dulles A. 1963. The Craft of Intelligence. Harper and Row: New York.
14. Eisenhardt K. 1989. Building theories from case study research. Academy of Management Review 14(4): 532–550.
15. Eisenhardt K, Brown S. 1999. Competing on the Edge: Strategy as Structured Chaos. Harvard Business School Press: Boston.
16. Ewusi-Mensah K. 1989. Developing a competitive intelligence system for IT. Long Range Planning 22(5): 121–127.
17. Fischer G, Giaccardi G, Ye Y, Sutcliffe A, Mehandjiev N. 2004. Meta-design: a manifesto for end-user development. Communications of the ACM 47(9): 33–37.
18. Fuld L. 1992. Achieving total quality through intelligence. Long Range Planning 25(1): 109–115.
19. Gilad B, Gordon G, Sudit E. 1993. Identifying gaps and blind spots in competitive intelligence. Long Range Planning 26(6): 107–113.
20. Hamel G, Prahalad C. 1989. Strategic intent. Harvard Business Review 67(3): 63–76.
21. Herring JP. 2001. Key intelligence topics: a process to identify and define intelligence needs. In Proven Strategies in Competitive Intelligence: Lessons from the Trenches, Prescott JE, Miller SH (eds). John Wiley: New York, NY; 240–256.
22. Heuer R. 2005. Limits of intelligence analysis. Orbis 49(1): 75–94.
23. Holloway C. 1983. Strategic management and artificial intelligence. Long Range Planning 16(5): 89–93.
24. Kumar R, Markeset T. 2007. Development of performance-based service strategies for the oil and gas industry: a case study. Journal of Business and Industrial Marketing 22(4): 272–280.
25. Little M, Fahey L. 2006. The model for integrating strategy and intelligence: the Executive Intelligence Officer. Strategy & Leadership 34(6): 4–10.
26. Liu A, Wall G, Westlake J. 2000. Marketing through frequent flyer programmes: the example of China Airlines. Tourism Economics 6(3): 233–249.
27. Liu J, Fei Q. 2006. Research of recognizing intelligence based on commanding decision-making. Journal of Systems Engineering and Electronics 17(4): 775–780.
28. Maguire S. 2007. Reviewing 25 years of national information systems in the NHS. Public Money and Management 27(2): 135–139.
29. Maguire S, Robson I. 2005. Intelligence management: the role of environmental scanning. 2005 UKAIS Conference, The University of Northumbria, Newcastle upon Tyne.
30. Marrin S, Clemente J. 2005. Improving intelligence analysis by looking to the medical profession. International Journal of Intelligence and Counter Intelligence 18: 707–729.
31. Matthews R, Shoebridge A. 1992. EIS — a guide for executives. Long Range Planning 25(6): 94–101.
32. McCrohan K. 1998. Competitive intelligence: preparing for the information war. Long Range Planning 31(4): 586–593.
33. Mills G. 2003. The role of rhetorical theory in military intelligence analysis. A Fairchild Paper: Air University Library, Maxwell Air Force Base, Alabama; 36112–6615.
34. Mintzberg H. 1974. Impediments to the use of management information. National Association of Accountants and the Society of Industrial Accountants of Canada, September.
35. Ojiako GU, Maguire S. 2008. Success criteria for systems led transformation. Industrial Management and Data Systems 108(7): 887–908.
36. Orsini J. 1986. Artificial intelligence: a way through the strategic planning crisis? Long Range Planning 19(4): 71–77.
37. Osigwe C. 1989. Concept fallibility in organizational science. Academy of Management Review 14: 579–594.
38. Polansky M, Inuganti T, Wiggins S. 2004. The 21st century CIO. Business Strategy Review 15(2): 29–33.
39. Powell G, Kokar M, Matheus C, Lorenz D. 2004. Understanding the role of context in the interpretation of complex battlespace intelligence. 9th International Conference on Information Fusion; 1–8.
40. Rouach D, Santi P. 2001. Competitive intelligence adds value: five intelligence attitudes. European Management Journal 19(5): 552–559.
41. Sandow-Quirk S. 2002. A failure of intelligence. Prometheus 20(2): 131–142.
42. Schultz N, Collins A, McCulloch M. 1994. The ethics of business intelligence. Journal of Business Ethics 13(4): 305–314.
43. Simon N, Blixt A. 1994. Emerging issues in competitive intelligence. Competitive Intelligence Review 6(2): 42–56.
44. Sun Y, Kok R. 2006. A conceptual model of an artificially intuitive reasoning engine for ecosystem control. Computational Intelligence 286–291.
45. Taylor B. 1975. Conflict of values — the central strategy problem. Long Range Planning 8(6): 20–24.
46. Treverton G, Gabbard C. 2008. Assessing the tradecraft of intelligence analysis. RAND Technical Report. http://www.rand.org/pubs/technical_reports/2008/RAND_TR293.pdf [accessed 11/10/08].
47. Trim P, Lee Y. 2008. A strategic marketing intelligence and multi-organizational resilience framework. European Journal of Marketing 42(7/8): 731–745.
48. van Aken J. 2004. Management research based on the paradigm of the design sciences: the quest for field-tested and grounded technological rules. Journal of Management Studies 41(2): 219–246.
49. von Clausewitz C. 1976. On War, Howard M, Paret P (eds/trans.). Princeton University Press: Princeton, NJ.
50. Vedder R, Vanecek M, Guynes C, Cappel J. 1999. CEO and CIO perspectives on competitive intelligence. Communications of the ACM 42(8): 108–116.
51. Walsham G. 1993. Interpreting Information Systems in Organizations. John Wiley: New York, NY.
52. Watson H, Wixom B. 2008. The current state of business intelligence. Computer 96–99.