PurposeThe paper seeks to explain how competitive intelligence officers can participate more fully in strategy formulation and implementation, and how they can contribute to the strategic intelligence process.Design/methodology/approachThe paper presents a review of the literature and the development of a strategic marketing intelligence and multi‐organisational resilience framework.FindingsCompetitive intelligence officers can contribute more fully to the strategic intelligence process and help establish an intelligence culture that incorporates counter‐intelligence. By adopting a broader understanding of what strategic marketing represents, marketing managers can devise new approaches to managing customer relationships and can develop international/global brand positioning strategies that when implemented counter the actions of legitimate competitors and new entrants, and disrupt the actions of counterfeiters and fraudsters.Research limitations/implicationsA study can be undertaken to establish how a multi‐organisational resilience value system evolves within an organisation, and how trust and credibility among competitive intelligence professionals can be developed.Practical implicationsAcademics and practitioners can collaborate in order to establish how an intelligence culture can be created within an organisation. Furthermore, they can also collaborate in establishing how a proactive approach to risk assessment can underpin scenario analysis and planning and aid the strategic decision‐making process.Originality/valueA number of insights are provided into how competitive intelligence officers contribute to the development of a multi‐organisational resilience value system that is underpinned by an intelligence culture.

The process of management research involves various complexities and can sometimes be viewed as highly time consuming. Good research can and does provide a momentum for further research to be undertaken and this means that a researcher may have to think "outside the box" in order to achieve new insights. A researcher may also need to adopt a rather "risky" research strategy that encapsulates the critical theory approach, if they are to achieve something unique. However daunting this appears, it should be appreciated that the processes of globalization and interconnectivity allow various methodological approaches to be used vis-à-vis the collection, analysis and interpretation of data. In order that new models, concepts and theories can be produced, it is necessary for researchers to engage in theory building, and to try out methods such as the grounded theory approach.

Purpose -The paper sets out to explain how vertically integrated organisational marketing systems can integrate the marketing decision-making process of suppliers, manufacturers, and marketing channel members and also to make clear why it is necessary for marketers to use marketing intelligence and why they need to pay attention to security issues. Design/methodology/approach -The work is based on a literature review and is an extension of earlier work relating to the cultural similarities and differences of Japanese and Korean people. A number of marketing frameworks are made explicit and this represents a critical appreciation and extension of the body of knowledge. Findings -Vertically integrated organisational marketing systems facilitate the relationship marketing approach and ensure that a customer service policy is implemented. Practising managers can adopt a customer service approach that embraces the concept of organisational learning. By viewing mutuality as the main objective, business relationships can be developed that are based on trust and are sustainable. Should a number of marketing skill gaps be identified, action can be taken to rectify the situation. Research limitations/implications -Future research should establish how organisational learning can transform an organisation's marketing culture; how the internet can enhance network arrangements; and how marketers can devise a customer service policy and produce marketing contingency plans. Practical implications -Marketers can establish how a customer relationship management-monitoring system ensures that the marketing decisionmaking process in partner organisations promotes the use of joint project teams and facilitating technology. Originality/value -Marketers can devise a marketing governance mechanism that embraces the concepts of customer service and organisational learning.

Purpose -The purpose of this paper is to make clear the role that marketing plays in the strategic decision-making process; it highlights the influence that marketers have in the development of sustainable partnership arrangements; and outlines the link between organizational learning and strategy implementation. Design/methodology/approach -A review of relevant literature and critical insights into various management theories are provided. A conceptual sustainable partnership development (SPD) model is outlined and placed in context. Findings -In order to be successful, a partnership arrangement needs to be well resourced and effectively managed. Senior managers need to pay particular attention to the role that organizational learning plays and how strategic management knowledge is developed. They also need to understand the link between organizational learning and customer relationship management. The transformational leadership model can be embraced as it facilitates cultural change, promotes the collectivist decision-making approach, and places product innovation within the context of a multi-dimensional R&D strategy. Research limitations/implications -Areas of management interest that need further attention include ways in which to assess an organization's level of vulnerability; the development and application of hybrid organizational models; and how marketing decisions influence R&D programmes. Industry specific corporate social responsibility models are of interest and can be researched also. Practical implications -Hybrid organizational cultures are evident in partnership arrangements and give rise to various types of communication problems. Senior managers need to be fully aware of how a partnership arrangement is to be managed in the long term in order that it can be viewed as sustainable. Attention also needs to be paid to the technical knowledge and skills required at each stage of development of a partnership arrangement. Originality/value -The work integrates a diverse range of management knowledge and provides insights into what makes a partnership arrangement sustainable. The SPD model highlights the link between marketing and strategic management, and the body of marketing knowledge is interpreted from a management perspective.

She specialises in culture in marketing and has published widely in a range of academic journals including Industrial Marketing Management and the European Journal of Marketing. Dr. Lee has co-authored a number of books, presented papers at various international conferences and been involved in a number of funded research projects.