Developing Strategic Capabilities Using Strategic Intelligence Capacity

Document Type : Original Article

Authors

1 IT Department, Management Faculty, University of Tehran, Tehran

2 IT Management Department, Management Faculty, University of Tehran, Tehran

Abstract
Today, information is considered as the core and the main tool of power and competitive advantage. Meanwhile, the more efficient concept of information called intelligence has highlighted its importance and placed information. The continuous and rapid changes in the environment of organizations and governments, and the quantity and quality of the resources under their jurisdiction, as well as the interconnect of organizations and countries, give rise to increasing ambiguity in the environment. In this regard, strategic intelligence is designed to help and support them in this direction so increase its soft power.
Strategic intelligence can be considered as a systematic and continuous process for generating information and strategic intelligence in order to facilitate decision-making and gaining competitive advantage and benefits as well as deterrence. So, a review of the experience gained by governments’ shows that the approach to supporting strategic decision-making and the enjoyment of soft power is emphasized and it is inextricably linked to national interests and competitive advantage.
Therefore, due to the weakness of studies and internal resources and necessity also importance of improving the planning structure, decision making and strategic information, and in order to create a framework for strategic intelligence, this paper proposed. In this regard, through qualitative research methods, it is aimed at providing goals and responding to the development of strategic capabilities and decision-making using the strategic intelligence management capacity, and in the results of this research a fine definition of relevant capabilities and the use of capacity is also provided by the prospects.

Keywords


1)   Burton B.; Geishecker L.; Schlegel K.; Hostmann B.; Austin T.; Herschel G.; Soejarto A.; Rayner N. (2006), Business Intelligence Focus Shifts From Tactical to Strategic, Gartner Group.         
2)   Clar G.; Acheson H.: Hafner-Zimmermann S.; Sautter  B.; Buczek M., Allan J. (2008), The RegStrat Guide to Strategic policy intelligence tools, Enabling better RTDI policy-making in Europe's regions, Stuttgart, Berlin: Steinbeis Europa Zentrum.
3)   Gates R.M. (Winter 1989), An Opportunity Unfulfilled: The Use and Perceptions of Intelligence at the White House, Washington Quarterly, Vol. 12 (1): pp. 38-39.        
4)   Geva-May, I. (2002), Cultural Theory: The Neglected Variable in the Craft of Policy Analysis, Journal of Comparative Policy Analysis: Research and Practice, Vol. 4 (3): pp. 243–265.      
5)   GIA (2004), Introduction to Strategic Intelligence, Global Intelligence Alliance.
6)   Gonzales M.L.; Zaima A. (Jun 2008), Strategic intelligence framework; Modern BI must be built on an analytic foundation Creating the strategic intelligence framework, Teradata Magazine.        
7)   Herman M. (2007), The Customer Is King; Intelligence Requirements in Britain, In L.K. Johnson (ed.), Strategic Intelligence, Vol. 2, The Intelligence Cycle; London, Praeger Security International, pp. 160-180.
8)   Hill C.W.L (2005), International Business: Competing in the Global Marketplace, 5th ed., Irwin, Boston, MA: McGraw-Hill.           
9)   Hoijer B.; Lidskog R.; Uggla Y. (2006), Facing Dilemmas: Sense-Making and Decision-Making in Late Modernity, Futures, Vol. 38, pp. 350-366          
10)  Hughes J.J. (2007), The Struggle for a Smarter World, Futures 39 (8): pp.942–954.
11)  Laudon K.C; Laudon J.P. (2007), Essentials of Business Information Systems, 7th ed., Upper Saddle River, NJ: Pearson Prentice Hall.          
12)  Loch K.J. (2007), Strategic intelligence (Volumes 1–5), Westport, Conn.: Praeger Security International.
13)  McDowell D. (1997), Strategic Intelligence and Analysis; Guidelines on Methodology and Application, The Intelligence Study Center.    
14)  McDowell D. (1999), Quo Vadis Strategic Intelligence? Overview of the Implementation and Impact of Strategic Intelligence, Original paper reproduced in McDowell D. (2000) Strategic Intelligence & Analysis: Selected Writings. The Intelligence Study Centre/ Istana Enterprises Pty Ltd.
15)  McDowell D. (2009), Strategic Intelligence: A Handbook for Practitioners, Managers and Users, Lanham, MD: The Scarecrow Press.           
16)  Pearce A.; Robinson R.B. (2005), Strategic Management: Formulation, Implementation and Control, 9th ed., Boston, MA: McGraw-Hill.  
17)  Prescott J.E. (1999), the evolution of competitive intelligence: Designing a process for action, Association of Proposal Management Professionals (APMP), Vol. 1 (1): pp. 37-52.           
18)  Quinn J.B. (1980), Strategies for Changes: Logical Incrementalism, Homewood, IL: Richard D Irwin.
19)  Saritas O. (2006), Systems Thinking for Foresight, Ph.D. Thesis, University of Manchester, Manchester Institute of Innovation Research       
20)  Schwartz P. (1991), The Art of the Long View, NewYork: Doubleday.      
21)  Seitovirta L.C. (2011), The Role of Strategic Intelligence Services in Corporate Decision Making, Aalto University School of Economics, Master's thesis, Helsinki: Aalto University, Organization and Management Department.
22)  Toit A. (2007), Understanding Key Intelligence Needs (KINs), IGI Global.
23)  Tübke A.; Ducatel K.; Gaviga J.P.; Moncada-Paternò-Castello P. (2001), Strategic Policy Intelligence: Current Trends, the State of Play and Perspectives, S&T Intelligence for Policy-Making Processes, Sevilla, IPTS-Joint Research Centre European Commission.     
24)  Xu Mark; Kaye R. (2007), The Nature of Strategic Intelligence; Current Practice and Solutions, IGI Global.