An integrative framework for strategic intelligence

Mark Xu, G. Kaye

Research output: Contribution to journalArticlepeer-review

Abstract

This paper defines strategic intelligence as a distinct organisational resource that differs from competitive intelligence (CI) and business intelligence (BI). A literature review unfolds a number of deficiencies in intelligence practice and systems. The findings, based on a case study, suggest that there is a lack of systematic scanning, analysing and support for strategic intelligence. An integrative framework is proposed to guide and improve strategic intelligence activity, which comprises of Key External Intelligence (KEI) and internal Key Performance Indicators (KPI). Implementation issues are discussed. The paper develops novel insight into strategic intelligence, and the proposed solution has implications on enhancing managers’ and an organisations’ sensibility and capability by detecting and responding to emerging strategic signals.
Original languageEnglish
Pages (from-to)1-18
Number of pages18
JournalInternational Journal of Strategic Information Technology and Applications
Volume1
Issue number4
DOIs
Publication statusPublished - 2010

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