UK executives’ vision on business environment for information scanning

Xu, Xia; Kaye, Geraldine; Duan, Yanqing

doi:10.1016/s0378-7206(02)00045-9

Cited by 41 publications

(53 citation statements)

References 13 publications

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“…Identify the threats/constraints and protect the organisation Hambrick, 1981 ;Stubbart, 1982;El Sawy, 1985;Lang, Calatone et al, 1997;Beal, 2000;Xu, Kaye et al, 2003;.…”

Section: Identify Threatsmentioning

confidence: 99%

“…Hambrick, 1981;Hambrick, 1982;Stubbart, 1982;El Sawy, 1985;Lang, Calatone et al, 1997;Beal, 2000;Xu, Kaye et al, 2003;Lesca, CaronFasan et al, 2012. …”

Section: Identify Opportunitiesmentioning

confidence: 99%

“…The sustainability and competitiveness of an organization (Jennings & Lumpkin, 1992;Wei & Lee, 2004) partially depend on its capacity to understand and anticipate changes in its external environment (Xu, Kaye et al, 2003), to reduce the uncertainty related to decisionmaking (Walkers, Jiang et al, 2003), to adjust its strategy and objectives (Choo, 2001), and to adapt its tactics. This implies, in particular, being able to collect and filter out relevant information (Mosley Roche, 1996) that is often drowned in the flow of over-abundant information, to share and disseminate it to the concerned individuals, to analyse the information, and to use it to create sense for the organization (Rouibah & Ould-Ali, 2002).…”

Section: Introductionmentioning

confidence: 99%

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Drivers and barriers to pre-adoption of strategic scanning information systems in the context of sustainable supply chain

Lesca¹,

Caron-Fasan²,

Loza-Aguirre³

et al. 2016

Systèmes d'Information &Amp; Management

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This research is reporting on the pre-adoption of Strategic Scanning (S.Scan) information systems (IS). More specifically, it relates to the pre-adoption phase, that is, the emergence of the idea of such a system and the evaluation of its need for the organization, upstream of any technological consideration. The research question is the following: what are the drivers and barriers that influence the pre-adoption of a S.Scan IS? The objective of this research is to extend knowledge on a subject that has received little attention from the scholars. Research's originality relies on the use of isomorphic processes from neo-institutional framework to study pre-adoption in the field of S.Scan. On the basis of a multi-method research combining qualitative and quantitative exploratory studies in the specific field of sustainable supply chains (SSC), our results highlight 31 drivers and barriers to pre-adoption of S.Scan IS, ten of which have not been identified before, and five types of pressures. They therefore suggest that pre-adoption of S.Scan IS can be subject to both functional and institutional pressures. It can be driven either by competitiveness or conformism pressures, and hindered by performance objectives or lack of coercive pressures. Finally, these results put a question mark about the understanding of the strategic dimension of S.Scan IS by organisations, and the government's role and its responsibility for promoting SSC initiatives and for the adoption of S.Scan IS on this issue.

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“…Identify the threats/constraints and protect the organisation Hambrick, 1981 ;Stubbart, 1982;El Sawy, 1985;Lang, Calatone et al, 1997;Beal, 2000;Xu, Kaye et al, 2003;.…”

Section: Identify Threatsmentioning

confidence: 99%

“…Hambrick, 1981;Hambrick, 1982;Stubbart, 1982;El Sawy, 1985;Lang, Calatone et al, 1997;Beal, 2000;Xu, Kaye et al, 2003;Lesca, CaronFasan et al, 2012. …”

Section: Identify Opportunitiesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Drivers and barriers to pre-adoption of strategic scanning information systems in the context of sustainable supply chain

Lesca¹,

Caron-Fasan²,

Loza-Aguirre³

et al. 2016

Systèmes d'Information &Amp; Management

View full text Add to dashboard Cite

show abstract

“…Nickerson and Silverman (1998) found that defining the target market and the competitive technology are important in the success of the strategies of managing intellectual resources. Xu et al (2003) found that comprehending the information out of the organization has a key role in increasing strategic intelligence and the dynamism of the organization individuals. Kupers (2005) found that connected processes related to purpose, behavior and culture can be crucial for group wisdom and overcoming favoritism.…”

Section: 2 Competitive Intelligencementioning

confidence: 99%

“…Also O'Dell et al (1999) in their knowledge management strategy benefited from knowledge management in business methods and technologies. Xu et al (2003) found that understanding the information from the internal environment, which is related to business intelligence and activity in the workplace, is significantly different in different industries and majors. Sternberg (2005) found that he could use the synergy of wisdom with intelligence and creativity for activity.…”

Section: International Journal Of Human Resource Studiesmentioning

confidence: 99%

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

A¹,

Ali-Siadat²,

Rajaeepour³

2015

ijhrs

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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

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Targeting “Sustainable Scanning”

2011

Environmental Scanning and Sustainable Development

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UK executives’ vision on business environment for information scanning

Cited by 41 publications

References 13 publications

Drivers and barriers to pre-adoption of strategic scanning information systems in the context of sustainable supply chain

Drivers and barriers to pre-adoption of strategic scanning information systems in the context of sustainable supply chain

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

Targeting “Sustainable Scanning”

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