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Considerations for Successfully Investing in Commercial Intelligence and Knowledge Management

Author

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  • Fred P. Hoffman

    (Robert Morris University, USA)

Abstract

Recognizing the need to acquire, process, analyze, store, share, and protect information used to support decision-making and awareness of the business environment, Information Age companies may consider investing in business intelligence, competitive intelligence, and knowledge management. However, inadequate understanding of the capabilities and limitations of these distinct disciplines can lead to unrealistic expectations; consequently, many such investments yield disappointing results. This paper provides background information, and identifies key variables that corporate leadership should take into account when contemplating an investment in one or more of these disciplines.

Suggested Citation

  • Fred P. Hoffman, 2018. "Considerations for Successfully Investing in Commercial Intelligence and Knowledge Management," International Journal of Management, Knowledge and Learning, International School for Social and Business Studies, Celje, Slovenia, vol. 7(1), pages 5-18.
    • Handle: RePEc:isv:jouijm:v:7:y:2018:i:1:p:5-18
    as

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    References listed on IDEAS

    as
    1. G. Scott Erickson & Helen N. Rothberg, 2012. "Intelligence in Action," Palgrave Macmillan Books, Palgrave Macmillan, number 978-1-137-03532-5, March.
    2. Konstantinos Grigoriou & Frank T. Rothaermel, 2017. "Organizing for knowledge generation: internal knowledge networks and the contingent effect of external knowledge sourcing," Strategic Management Journal, Wiley Blackwell, vol. 38(2), pages 395-414, February.
    3. Zhiqiang (Eric) Zheng & Peter Fader & Balaji Padmanabhan, 2012. "From Business Intelligence to Competitive Intelligence: Inferring Competitive Measures Using Augmented Site-Centric Data," Information Systems Research, INFORMS, vol. 23(3-part-1), pages 698-720, September.
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