The Relationship between Organizational Wisdom and Knowledge Management, Competitive Intelligence and Business Intelligence

Abstract

After the strategic management period in the past decades, signs of forming a new approach are seen with a focus on the wisdom of organizations management. This study was conducted with the purpose of examining the relationship of organizational wisdom and the components of strategic intelligence among employees of the Iranian University of Applied Science and Technology in 2014. The method of this study is descriptive correlation from the cross-sectional survey type and as far as the purpose is concerned, it is in the group of research and development. The target population is the influential employees in organization decision-making including 591 participants and the sample size was estimated to be 236 people and the stratified random sampling used was sensitive to the groups' size. To collect data, a researcher-made questionnaire with 108 items was used with 5-point Likert scale that enjoyed content and construct validity. The Cronbach's coefficient was calculated to be 0.93. The collected data was analyzed using the statistical methods of correlation coefficient determination and stepwise regressions. The findings showed that statistically organizational wisdom and strategic intelligence are significantly related with the regression coefficient of 0.67 within the research model (p<0.01), and the components of knowledge management explains 43%, competitive intelligence 32%, and business intelligence 37% of the variation of organizational wisdom; thus, increasing the strategic intelligence in organizations is

Impact of wise leadership, workplace friendships on open innovation in family firms: a developing country perspective

“…Amongst the most important challenges are poor knowledge resource and management capabilities and inadequate social capital that hinder the expansion and development of OI approaches in FFs (Gjergji et al, 2019). Pourdjam A et al (2015) asserted that firms with minimal innovation often suffer from the absence of development vision for knowledge resources, absence of clear strategies and lack of cooperation and harmony with innovation actors. Therefore, understanding how to enhance FFs' characteristics and behaviours in energising OI by overcoming knowledge-strategic (KS) and collaborative-organisational (CO) challenges that face firms has become a field necessity and a research gap highlighted by numerous studies (e.g.…”