CL
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Culture of Leadership |
Conduction of the organizational culture by leaders or senior managers. |
Mason (2003)MASON, D. Tailoring scenario planning to the company culture. Strategy & Leadership, v.31, n.2, p.25-28, 2003.; Trim and Lee (2006)TRIM, P. R. J.; LEE, Y. I. Vertically integrated organisational marketing systems: a partnership approach for retailing organisations. Journal of Business & Industrial Marketing, v.21, n.3, p.151-163, 2006.; Cekuls (2015b)CEKULS, A. Leadership Values in Transformation of Organizational Culture to Implement Competitive Intelligence Management. European Integration Studies, n.9, p.244-256, 2015b.; Hattula et al. (2015)HATTULA, J.D.; SCHMITZ, C.; SCHMIDT, M.; REINECKE, S. Is more always better? An investigation into the relationship between marketing influence and managers' market intelligence dissemination. International Journal of Research in Marketing. v.32, n.2, 2015.; Currey et al. (2016)CURREY, P.; SOMOGY, S.; ARIYAWARDANA, A. Why Organizations Struggle to Implement a Market Orientation: Insights into beliefs of top management. Journal Food Product Mkt, v.23, p.783-798, 2016.; Kanwal et al. (2017)KANWAL, S.; SINGH, G.; SAMALIA, H.V. The Role of Organizational Culture and Process-Structure in Marketing Intelligence. Journal of Cases on Information Technology, v.19, n.1, p.60-78, 2017.. |
CTC
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Culture, Trust and Collaboration |
Culture with values of trust, cooperation, usefulness and availability for teamwork. Mutual trust and respect create a culture of collaboration and support. |
Trim and Lee (2006)TRIM, P. R. J.; LEE, Y. I. Vertically integrated organisational marketing systems: a partnership approach for retailing organisations. Journal of Business & Industrial Marketing, v.21, n.3, p.151-163, 2006.; Meunier-Fitzhugh and Piercy (2010)MEUNIER-FITZHUGH, K.L.; PIERCY, N.F. Improving the relationship between sales and marketing. European Business Review, v. 22, n. 3 p. 287-305, 2010.; Capatina and Bleoju (2012)CAPATINA, A.; BLEOJU, G. Organisational instructional communication as a cultural based competitive intelligence tool. 13th European Conf. on Knowledge Management, 2012.; Hattula et al. (2015)HATTULA, J.D.; SCHMITZ, C.; SCHMIDT, M.; REINECKE, S. Is more always better? An investigation into the relationship between marketing influence and managers' market intelligence dissemination. International Journal of Research in Marketing. v.32, n.2, 2015.; Cekuls (2015aCEKULS, A. Culture of Knowledge Sharing in Terms of Competitive Intelligence in Organizations. Proceedings of the 2015 International Conference “Economic Science for Rural Development”, 2015a., b); Capatina et al. (2016)CAPATINA, A.; BLEOJU, G.; YAMAZAKI, K.; ROZALIA, N. Cross-cultural strategic intelligence solutions for leveraging open innovation opportunities. Journal of Intelligence Studies Business, v.6, n.3, p.27-38, 2016.; Kanwal et al. (2017)KANWAL, S.; SINGH, G.; SAMALIA, H.V. The Role of Organizational Culture and Process-Structure in Marketing Intelligence. Journal of Cases on Information Technology, v.19, n.1, p.60-78, 2017.; Asghari et al. (2019). |
CC
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Culture of Communication |
Culture of encouragement and appreciation of team communication, with open dialogues and information sharing. |
Lim and Klobas (2000)LIM, D.; KLOBAS, J. Knowledge management in small enterprises. The Electronic Library, v.18, n.6, p.420-432, 2000.; Burt and Heijden (2003)BURT, G.; HEIJDEN, K. First steps: towards purposeful activities in scenario thinking and future studies. Futures, v.35, p.1011-1026, 2003.; Capatina and Bleoju (2012)CAPATINA, A.; BLEOJU, G. Organisational instructional communication as a cultural based competitive intelligence tool. 13th European Conf. on Knowledge Management, 2012., Hammoud and Nash (2014)HAMMOUD, M.S.; NASH, D. What corporations do with foresight. European Journal Futures Research, 2014.; Hattula et al. (2015)HATTULA, J.D.; SCHMITZ, C.; SCHMIDT, M.; REINECKE, S. Is more always better? An investigation into the relationship between marketing influence and managers' market intelligence dissemination. International Journal of Research in Marketing. v.32, n.2, 2015.. |
CIK
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Culture of Information and Knowledge |
Culture of encouraging the dissemination/sharing of information and knowledge between teams. Data-driven culture. Informational culture. Information management culture. |
Lee and Trim (2008)LEE, Y-I.; TRIM, P.R.J. Placing the Japanese retail sector in context: issues for marketers in overseas companies. Business Strategy Series, v.9, n.5, p. 243-248, 2008.; Jaharuddin et al. (2016b); Almeida et al. (2016)ALMEIDA, F.C.; LESCA, H.; CANTON, A.W.P. Intrinsic motivation for knowledge sharing - competitive intelligence process. Journal Knowledge Management, v.20, n.6, 2016.; Duan et al. (2018)DUAN, Y.; CAO, G.; EDWARDS, J.S. Understanding the impact of Business Analytics on Innovation. European Journal of Operational Research, 2018.; Garcia-Alsina et al. (2013); Casartelli et al. (2010)CASARTELLI, A. O.; RODRIGUES, A.C.M.; BITTENCOURT, H.R.; GARIBOTTI, V. Inteligência estratégica em instituições de ensino superior. Perspectivas em Ciência da Informação, v.15, n.2, p.183-197, 2010.; Viviers et al. (2005)VIVIERS, W.; SAAYMAN, A.; MULLER, M-L. Enhancing a competitive intelligence culture in South Africa. International Journal of Social Economics, v.32, n.7, p.576-589, 2005.; Pellissier and Kruger (2011)PELLISSIER, R.; KRUGER, J.P. A study of strategic intelligence as a strategic management tool in the long-term insurance industry in South Africa. European Business Review, v.23, n.6, p.609-631, 2011.; Esteban-Navarro and Garcia-Madurga (2019)ESTEBAN-NAVARRO, M. A.; GARCÍA-MADURGA, M. A. Estudio exploratorio sobre la percepción de la gestión de la Inteligencia Competitiva por los directivos en empresas aragonesas sin una práctica sistematizada. Revista Española de Documentación Científica, v. 42, n. 3, ed. 239, p. 1-19, 2019.; Lies (2019)LIES, Jan. Marketing Intelligence and Big Data: Digital Marketing Techniques on their Way to Becoming Social Engineering Techniques in Marketing. International Journal of Interactive Multimedia and Artificial Intelligence, v. 5, n.5, 2019.; Asghari et al. (2019). |
CLT
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Culture of Learning and Training |
Culture that supports organizational intelligence, promoting transformation. It involves the ability to learn. Culture focused on the stimulation of intelligence through training, seeking experience and engagement |
Murray and Carter (2005)MURRAY, P.; CARTER, L. Improving marketing intelligence through learning systems and knowledge communities in not‐for‐profit workplaces. Journal Workplace Learning, v.17, n.7, p.421-435, 2005.; Korte and Chermack (2007)KORTE, R.F.; CHERMACK, T.J. Changing organizational culture with scenario planning. Futures, v.39, 2007.; Capatina and Bleoju (2012)CAPATINA, A.; BLEOJU, G. Organisational instructional communication as a cultural based competitive intelligence tool. 13th European Conf. on Knowledge Management, 2012.; Chermack and Nimon (2013)CHERMACK, T.; NIMON, K. Drivers and outcomes of scenario planning: a canonical correlation analysis. European Journal of Training and Development, v.37, n.9, 2013.; Kononiuk and Sacio-Szymanska (2016); Sewdass and Du Toit (2014)SEWDASS, N.; DU TOIT, A. Current state of competitive intelligence in South Africa. International Journal of Information Management, v.34, p.185-190, 2014.; Araújo, Costa and Aparício (2017)ARAÚJO, H.; COSTA, C.J.; APARÍCIO, M. Modelo de Competitive Intelligence (CI) Competitive Intelligence (CI) Model. 12th Iberian Conference on Information Systems and Technologies, Portugal, Lisbon, 2017., Asghari et al. (2019). |
CoIA
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Culture of Intelligence Awareness |
Culture of recognition of the importance of intelligence. It also covers the culture of agility, which values quick responses to changes in the environment. |
Viviers, Saayman and Muller (2005)VIVIERS, W.; SAAYMAN, A.; MULLER, M-L. Enhancing a competitive intelligence culture in South Africa. International Journal of Social Economics, v.32, n.7, p.576-589, 2005.; Jaharuddin, Mansor and Yakoob (2016b); Kanwal, Singh and Samalia (2017)KANWAL, S.; SINGH, G.; SAMALIA, H.V. The Role of Organizational Culture and Process-Structure in Marketing Intelligence. Journal of Cases on Information Technology, v.19, n.1, p.60-78, 2017., Asghari et al. (2019). |
COFI
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Culture Oriented to the Future and Innovation |
Culture of building future scenarios, with ample visualization of the external environment and enhancement of warning signs. It includes a culture of innovation, valuing new ideas for decision making. |
Mason (2003)MASON, D. Tailoring scenario planning to the company culture. Strategy & Leadership, v.31, n.2, p.25-28, 2003.; Lesca (2003)LESCA, H. Veille stratégique: La méthode L.E.SCAnning®. Editions EMS. 180p., 2003.; Burt and Heijden (2003)BURT, G.; HEIJDEN, K. First steps: towards purposeful activities in scenario thinking and future studies. Futures, v.35, p.1011-1026, 2003.; Vishnevskiy, Karasev and Meissner (2015)VISHNEVSKIY, K.; KARASEV, O.; MEISSNER, D. Integrated roadmaps and corporate foresight as tools of innovation management: The case of Russian companies. Foresight, v.17, n.5, p.460-474, 2015.; Kanwal, Singh and Samalia (2017)KANWAL, S.; SINGH, G.; SAMALIA, H.V. The Role of Organizational Culture and Process-Structure in Marketing Intelligence. Journal of Cases on Information Technology, v.19, n.1, p.60-78, 2017.. |