Strategic Intelligence: Business Intelligence, Competitive Intelligence, and Knowledge Management

Strategic Intelligence: Business Intelligence, Competitive Intelligence, and Knowledge Management

Strategic intelligence (SI) has mostly been used in military settings, but its worth goes well beyond that limited role. It has become invaluable for improving any organization's strategic decision making process. The author of Strategic Intelligence: Business Intelligence, Competitive Intellig...

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Ngôn ngữ:English
Được phát hành: CRC Press 2009
Truy cập trực tuyến:http://scholar.dlu.edu.vn/thuvienso/handle/DLU123456789/1472
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description Strategic intelligence (SI) has mostly been used in military settings, but its worth goes well beyond that limited role. It has become invaluable for improving any organization's strategic decision making process. The author of Strategic Intelligence: Business Intelligence, Competitive Intelligence, and Knowledge Management recognizes synergies among component pieces of strategic intelligence, and demonstrates how executives can best use this internal and external information toward making better decisions. Divided into two major parts, the book first discusses the convergence of knowledge management (KM), business intelligence (BI), and competitive intelligence (CI) into what the author defines as strategic intelligence. The second part of the volume describes case studies written by recognized experts in the fields of KM, BI, and CI. The case studies include strategic scenarios at Motorola, AARP, Northrop Grumman, and other market leaders. About the Editor Jay Liebowitz, D.Sc., is a full professor in the Graduate Division of Business and Management and program director for the Graduate Certificate in Competitive Intelligence at Johns Hopkins University. The first knowledge management officer at NASA Goddard Space Flight Center, he also served as the Robert W. Deutsch Distinguished Professor of Information Systems at the University of Maryland-Baltimore County, professor of Management Science at George Washington University, and Chaired Professor of Artificial Intelligence (AI) at the U.S. Army War College. A founder and chairperson of The World Congress on Expert Systems, he is a Fulbright Scholar, IEEE-USA Federal Communications Commission Executive Fellow, and Computer Educator of the Year (International Association for Computer Information Systems).
format Book
title Strategic Intelligence: Business Intelligence, Competitive Intelligence, and Knowledge Management
spellingShingle Strategic Intelligence: Business Intelligence, Competitive Intelligence, and Knowledge Management
title_short Strategic Intelligence: Business Intelligence, Competitive Intelligence, and Knowledge Management
title_full Strategic Intelligence: Business Intelligence, Competitive Intelligence, and Knowledge Management
title_fullStr Strategic Intelligence: Business Intelligence, Competitive Intelligence, and Knowledge Management
title_full_unstemmed Strategic Intelligence: Business Intelligence, Competitive Intelligence, and Knowledge Management
title_sort strategic intelligence: business intelligence, competitive intelligence, and knowledge management
publisher CRC Press
publishDate 2009
url http://scholar.dlu.edu.vn/thuvienso/handle/DLU123456789/1472
_version_ 1757662428839018496
spelling oai:scholar.dlu.edu.vn:DLU123456789-14722009-12-02T09:21:10Z Strategic Intelligence: Business Intelligence, Competitive Intelligence, and Knowledge Management Strategic intelligence (SI) has mostly been used in military settings, but its worth goes well beyond that limited role. It has become invaluable for improving any organization's strategic decision making process. The author of Strategic Intelligence: Business Intelligence, Competitive Intelligence, and Knowledge Management recognizes synergies among component pieces of strategic intelligence, and demonstrates how executives can best use this internal and external information toward making better decisions. Divided into two major parts, the book first discusses the convergence of knowledge management (KM), business intelligence (BI), and competitive intelligence (CI) into what the author defines as strategic intelligence. The second part of the volume describes case studies written by recognized experts in the fields of KM, BI, and CI. The case studies include strategic scenarios at Motorola, AARP, Northrop Grumman, and other market leaders. About the Editor Jay Liebowitz, D.Sc., is a full professor in the Graduate Division of Business and Management and program director for the Graduate Certificate in Competitive Intelligence at Johns Hopkins University. The first knowledge management officer at NASA Goddard Space Flight Center, he also served as the Robert W. Deutsch Distinguished Professor of Information Systems at the University of Maryland-Baltimore County, professor of Management Science at George Washington University, and Chaired Professor of Artificial Intelligence (AI) at the U.S. Army War College. A founder and chairperson of The World Congress on Expert Systems, he is a Fulbright Scholar, IEEE-USA Federal Communications Commission Executive Fellow, and Computer Educator of the Year (International Association for Computer Information Systems). CONCEPTS From Individual Transformation to Organizational Intelligence Introduction Transformation What Do We Mean by Intelligence? Vignette The Effect of Culture on Organizational Intelligence Change Management Processes Intelligentsia Galore Introduction Artificial Intelligence Knowledge Management Business Intelligence Competitive Intelligence Strategic Intelligence References Organizational Intelligence through Strategic Intelligence: The Synergy of Knowledge Management, Competitive Intelligence, and Business Intelligence Introduction Case Study of JL (a Pseudonym): Introduction The Knowledge Audit Process at JL Specific Key KM Recommendations for JL to Undertake References Lessons Learned: The Intelligentsia Melting Pot Business Intelligence Cannot Exist without Knowledge Management Where Is the "Intelligence" behind "BI"? Improving Lessons-Learned Systems through Artificial Intelligence The NASA LLIS: A Case Study Lessons Learned: CI and KM Summary References Competitive Intelligence Introduction What Not to Do in CI The CI Life Cycle Linking CI with Strategic Intelligence Best Practices and Research Relating to Recognition and Reward Systems for Knowledge Sharing Summary Strategic Intelligence: The Core of Executive Decision Making Introduction SI: Where It Helps An Analogy for SI Social Network Analysis: An Important Technique for Building SI An Example Using SNA Summary References CASE STUDIES Knowledge Management and Organizational Learning at the Annie E. Casey Foundation: A Case Study Thomas E. Kern Some Background on the Annie E. Casey Foundation: Helping Disadvantaged Kids and Their Families Knowledge Management and Organizational Learning: Challenges and First Steps A Statement of Purpose, Core Elements, and Initial Priorities Building a KM System: A Whole Greater than the Sum of Its Parts Integrating KM and the Library, Supporting Documentation, Increasing Awareness, and Furthering Organizational Learning Early Evaluative Measures: Evaluation in the Context of Results; What Have We Done, How Well Did We Do It, Is Anyone Better Off? Lessons Learned Next Steps Case Study in Strategic Scenario Development Maritza Morales Introduction: The Problem/Opportunity Methodology Analysis and Alternatives Conclusions Strategic Response/Recommendations Lessons Learned Appendix: Company Background/Profile References/Acknowledgments. CI at a Major Telecommunications Company Peter McKenney Introduction Cipher Systems Telecommunications Corporation The Strategic Intelligence Relationship CI in Action: VoIP Strategy Conclusion Bibliography Strategic Intelligence in AARP Shereen Remez Introduction Knowledge Management Competitive Intelligence Business Intelligence Conclusion Northrop Grumman Information Technology: Business Intelligence Case Study on "Information Assurance" Competitive Analysis Stephan Berwick Market Leadership versus Market Knowledge Business Intelligence Anomaly? The CI Plan Sources and Methods CI Production CI Use CI Success CI at NGIT: The Core Question Ethos Transforming Data into Actionable Intelligence: Case Studies Using i2 Analyst's Notebook® and Other i2 Products Todd Drake, Bill McGilvery, and Liza Puterman Introduction Cracking an Elusive Serial Rape Case Securing the European Football Championship Uncovering Prescription Drug Diversion Fraud Analyzing High-Risk Homicide and Missing-Persons Cases Conducting Commercial Fraud Analysis Surviving and Thriving Despite the Loss of a Major Customer at The Analysis Corporation Keith B. Johnston and Clint Gauvin Introduction Background Initial Opportunities at Agency B Follow-On Opportunities at Agency B A Methodology for Strategic Intelligence: A Roadmap Model, a Knowledge-Based Tool, and a Bio-MEMS Case Study Francisco J. Cantu, Silvia P. Mora, Aldo Díaz, Héctor Ceballos, Sergio O. Martínez, and Daniel R. Jiménez Introduction Background A Roadmap Model for SI A Knowledge-Based Tool for SI Knowledge Extraction and Data Analysis Techniques The Bio-MEMS Case Study Conclusions Acknowledgment References Semiconductor CI - From Current Awareness to Predictive Decision Making: Building a Best-of-Breed CI Program at a Top-Tier Global IC Manufacturer Arik Johnson Introduction Backstory: The Element of Surprise Where to Begin: Benchmarking Comparative Practices A Hybridized Model and Gradual Implementation Year Two: Consolidation and Building the Knowledge-Base Taxonomy 2009-12-02T09:21:09Z 2009-12-02T09:21:09Z 2006 Book http://scholar.dlu.edu.vn/thuvienso/handle/DLU123456789/1472 en application/rar CRC Press

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