Abstract

The increase in technological capabilities in information handling has raised a number of security and privacy issues with growing importance at the corporate level. On the other hand, aspects such as the implementation of the ISO 30300 series and innovative procurement projects pose new challenges and opportunities for document management and competitive intelligence, respectively. All this points to the issue of how to reformulate intermediation and the corresponding professional role in the organizational environment.

Abstract

Information technologies determine three trends in the management and use of information in companies: corporate transparency, competitive intelligence and use of social media or web 2.0. Corporate transparency, an unstoppable trend despite the economic crisis, affects records management. Competitive intelligence is gathering momentum in some sectors and enterprises, while still not widespread in small and medium-sized enterprise (SMEs) in Spain. When companies embrace the use of social media or web 2.0, this begins to transform their management and use of information.

Abstract

Description of some of the critical issues that a competitive intelligence and surveillance technology professional has to take into account when implementing such functions in an organization. The achievements and challenges summarized in the text come from the author’s experience, both in the implementation of platforms and intelligence units in government and private companies in Spain and abroad, as well as from research work done so far.

Abstract

Different authors have pointed out the importance of applying competitive intelligence (CI) to non-business sectors (public administration, universities, non-governmental organizations, etc.). Besides, universities increasingly apply management tools and techniques coming from the business field. On the other hand, in recent years universities have perceived an environmental pressure as a consequence of a) their implication in regional development where they are located, and b) their need to reform their program offerings according to the needs of society and the requirements of the labour market, as well as a result of the process of adapting their degrees to the European Higher Education Area (Bologna process). This paper describes and characterises CI practices in the universities and analyses the CI contribution to the design of degree courses. The research is based on qualitative methods, and data were collected through interviews. Results suggest that the use of CI in universities is mainly reactive, and addressed only to organisational tactics.

Abstract

We present the theoretical and methodological basis of a model that offers the managers information about their own social networks. We analyzed the nursing directors social networks of hospitals belonging to the Network of Hospitals for Public Use (XHUP ) of Catalonia, Spain, and studied the information retrieved from these networks. The proposed model is applied to make a comparative analysis of managers surveyed, in order to improve strategies and to enhance outcomes of competitive intelligence projects.

Abstract

This methodology offers an approach to studying the information available within Web 2.0 Media and User-Generated Content (MUGC). The large-scale generation of online information is the result of collective social action based on information: infosociability. Competitive Intelligence (CI) aims to monitor and research a company’s web 2.0 environment for information relevant to its decision-making process. Facing the possibilities and limitations that today’s technology offers for processing the communication of meanings and abstract ideas in text format, a methodology derived from empirical research on web 2.0 is proposed. Monitoring and research are identified as the two key processes that generate insights aimed to facilitate decision-making. The relevance of each stage is illustrated with reference to the diverse methodological challenges encountered while extracting and analyzing large amounts of online information.

Abstract

In 2002 the Department of Innovation and Economic Promotion of the Provincial Council of Bizkaia set up the Zaintek Strategic Competitive Surveillance service to increase awareness among SMEs in Bizkaia concerning the use of information as a tool for strategic management. To that purpose, Zaintek has focused on awareness and on developing a number of increasingly complex support services via its website. One of the most highly-developed services is a business information system (BIS) tailored to SMEs. This article examines the prerequisites for the implementation of this service, its objectives and its stages of development. Three years ago Zaintek was integrated into BAI (the Bizkaia Innovation Agency), evidencing the importance attributed by the public administration to surveillance as a support tool at all levels of innovation.

Abstract

It is quite common to find competitive intelligence (CI) activities in pharmaceutical companies. These companies use the CI process, not only to act against competitors, a traditional goal of the CI, but also with the purpose of enhancing cooperation. This paper proposes that this trend should be deeply analyzed so that IC techniques can be adapted to the new demands of information. CI cycle is used to extract offensive intelligence, defensive intelligence, and, more increasingly, cooperative intelligence. The results of a study developed with a sample of 186 Spanish pharmaceutical companies are presented. The main goal was to analyze the extent to which these companies use CI processes for cooperative purposes. Results confirm that companies use CI tools for finding partners to share information sources, funding sources, or to carry out innovation projects.

Abstract

New internet-based technologies are transforming the business model around the world. The use of new competitive watch and intelligence platforms is discussed. We review the information sources used in combination with other data (e.g., financial and technological data) to create intelligence. Analytical tools allow the detection of connections between data so that the company can identify changes, adapt products to new customers, or anticipate market movements. Three practical cases are presented using the VicuboCloud solution to collect and analyze information for decision-making.

Abstract

Every organizational change project will surely find obstacles and drivers, and the start-up of a competitive intelligence (CI) system confirms the rule. This paper describes the main features of six CI projects leaded by IK4-Ideko , pointing out the challenges and support they experienced while conducting it. This analysis is complemented by quantitatively analyzing the effects of 21 factors considered to have influence on CI system implementation. Results show that CI tools act as drivers and that no factor clearly acts as a barrier for CI, even though human factors are perceived to be nearly inconsequential. The overall handiness of information and the good execution of the first steps of the project can be important factors for future studies.