Search results

This paper aims to present a categorization scheme and use it to classify Canadian Government (federal and provincial) competitive intelligence (CI) programs and to also look at the impact of these programs on sectoral and regional economic development.

Based on the author’s 25 years of experience designing, running, and studying Canadian Government CI programs, a classification scheme to classify these programs has been developed and used. Also, by using program review information, this paper looks at evidence for program impact on regional and sectoral economic development.

This paper identifies a broad range of federal and provincially sponsored CI programs aimed at helping both government officers and those outside the department make better decisions. The review identified several roles that the government can play in using CI: creator of CI (both for their own purposes and also for helping Canadian companies), CI environment skills builder (helping Canadian companies develop skills in developing their own CI) and CI partner (working jointly with Canadian companies in developing CI). While there have not been many formal program reviews of the CI programs sponsored by Canadian Government departments and agencies, anecdotal evidence (from training program participant evaluations) and a comprehensive review of a small community CI-based economic development program support positive sectoral and regional economic development results arising from these programs.

CI programs can be used as part of a government’s regional and sectoral economic development approach. CI can be used to assist with decision-making both within and outside the government. This paper identifies several different kinds of programs that can be used to further a government’s economic development agenda.

There are very few articles that examine how governments have helped companies to develop CI and how they have used CI, and none has looked at the impact of these on regional and sectoral economic development. This paper, based on the author’s experiences, provides a view of the Canadian programs and their impact on regional/sectoral economic development.

The purpose of this paper is to identify the impact of analytical customer relationship management (CRM) on salesperson information use behavior.

To achieve the aim of this paper, a vignette experiment was undertaken. The data used for the final analysis included 125 professional salespeople across multiple industries.

This paper focuses on the personal use of competitive intelligence. The authors find that to maximize the effectiveness of using competitive intelligence, the salesperson must become adept at both choosing the correct pa`rtners to trust and properly valuing information. Properly valuing information can be accomplished through the use of analytical CRM.

The managerial implications of this paper are straightforward yet important. CRM providers have improved the tools available to salespeople (e.g., heat maps) and have partnered with other large scale providers of customer and market information (e.g., global marketing research firms) to provide a analytical tool that is user friendly to salespeople. Yet, many firms still use simplified CRM platforms, which do little more for the salesperson than offer an opportunity to document notes. Sales firms should move toward this analytical CRM system because it improves the salesperson’s ability to value information and increases the salesperson’s ability to use intelligence to link products to buyer needs.

This paper contributes to theory through confirming the importance of analytical CRM on salesperson’s information use behavior by using a motivation, opportunity and ability framework. Additionally, a methodological contribution was made through the development of an information value scale.

The purpose of this paper is to focus on an information technology (IT) deployment project in the specific field of agricultural cooperatives. It also aims to underline the importance of the IT implementation phase, but also the pre-implementation phase.

A four-year canonical action research project was conducted within a network of more than 300 agricultural cooperatives. Research was carried out both during the IT implementation and after deployment. Key information was gathered through unstructured and unofficial interviews, observations, field notes, meetings, focus groups, and documentary analysis.

Despite user resistance behavior, the findings show that information systems (IS) implementation may lead to unexpected results that extend beyond the tool’s initial objectives. Indeed, four hidden facets of the tool were revealed: inductor, symbol, pretext, and reference.

Although the research is limited to one single-case study, it puts the emphasis on in-depth research, vs cross-sectional data collection, to analyze the relationship between IT implementation initiatives and organizational intelligence. Furthermore, the authors argue that while IS literature has separately developed related theories (actor-network theory, competitive intelligence), the authors conceptualize a whole theoretic system interrelating the two above-stated theories.

The implication for IS practitioners is that, by focusing only on experiences that have occurred during IT implementation, one may disregard critical information, behaviors and knowledge from unforeseen effects that have occurred after implementation. In future IT projects, IS managers therefore need to capitalize on post-implementation knowledge, through sociology of translation and competitive intelligence, in order to anticipate potential diversions from the initial objectives. Finally, while most IT implementation methods tend naturally to manage resistance maximize users’ satisfaction and to reduce potential resistance, the authors support an alternative approach. It consists into enhancing resistance in order to anticipate and resolve latent resistance behaviors directly or indirectly related to the project.

Despite widespread literature on resistance, appropriation or acceptance during IT projects, there is little research that addresses the impact of IT projects on organizational intelligence, and the kind of behaviors that lead to its failure or success. In the case, the implemented IT tool revealed hidden structural and organizational roles, which were unanticipated by IT designers and managers.

The purpose of this paper is to explain that the commonly used method allowing for inter-agency cooperation between national financial intelligence units, the memorandum of understanding, is inadequate and ineffective in creating a cooperative global financial intelligence unit capable of combating money laundering typologies on an international scale.

Methods of international financial intelligence unit (FIU) cooperation have chiefly occurred in two ways: first, through the efforts of the Egmont Group; and second, through the inclusion of provisions concerning FIUs contained in international legal documents. The first is an impossibility.

This paper proposes that the result of implementation of the 2012 Financial Action Task Force Recommendations will be an informal network of FIUs where the Egmont group acts as a centralized operator for information exchange, effectively creating an informal global FIU (“GFIU”), but that this system, or a cooperative global financial intelligence unit system based on FIU-to-FIU exchanges will not allow for effective multilateral, international cooperation.

This is because national interests and unfamiliarity with capabilities provided in the Egmont Group’s cooperative platform have and will continue to result in under-utilization of cooperative efforts, and because the traditional mechanism employed for FIU-to-FIU exchanges, the memorandum of understanding (“MOU”), makes uniform or standardized information request and transfer procedures that are required for multilateral or multi-agency efforts to combat money laundering across international boundaries an impossibility.

The Egmont Group’s cooperational structure should be the primary means by which to achieve a GFIU.

The global combat on money laundering will be more effective, thereby more fully protecting the global economy.

A comparison between the Egmont Group’s network building mechanism and the existing use of MoU to create global cooperation against money laundering has not been analyzed.

The purpose of this study is to report data showing competencies that distinguish effective managers and leaders in a large Italian company and in Italian cooperatives.

The approach takes the form of analysis competencies coded from 51 interviews and 53,360 assessments of managers and leaders comparing more and less effective managers and leaders.

Emotional, social and cognitive intelligence competencies predict effectiveness in management and leadership roles in a variety of Italian organizations.

Although each sample is small, together they create a basis for future confirmatory research.

Competencies needed to be effective can be identified.

The paper and the studies reported are the first to be published showing competencies that distinguish effectiveness in Italian managers and leaders.

Climate change requires society to focus more strongly on sustainability. This requires an adjustment both on the demand side and on the supply side. Consumers must be given incentives to optimise their consumption according to sustainability aspects. In the supply of capital goods and consumer goods, firms must do their part to ensure that environmental savings are made possible and cost-efficiency. However, there must be doubts that a more resource-efficient production technology leads to the desired environmental effects. Policymakers ignore the Jevon’s paradox. The Jevon’s paradox states that an improved technology that leads to resource savings disproportionately increases the intensity of use. In absolute terms, there is a higher consumption of resources after the technology is introduced. This effect is currently ignored, for example, by all forecasts on demand for lithium for electromobility. Regardless of this, it is fundamentally better to optimise the technologies. However, this raises the question of whether the Jevon’s paradox cannot be undermined by artificial intelligence. Artificial intelligence applied to production promises the possibility to replace partial optimisations with total optimisations. By pursuing an absolute maximum (maximum maximorum), the intensity of use is limited. Therefore, this chapter is concerned with understanding the primary effects of artificial intelligence in production and highlighting the potential effects on sustainability.

Purpose: Increasing the sustainability in industrial production is getting more and more important. Furthermore, the technology of artificial intelligence is getting more and more important as well. For this reason, it is time to understand how artificial intelligence and sustainability are linked with one another in the context of production.

Need for the study: This chapter aims to deliver a solid argumentation regarding the prospects and the relevance of the usage of artificial intelligence in the context of production. Moreover, it specifically aims to show how artificial intelligence affects the sustainability of production.

Method: Literature analysis.

Findings: The findings are that artificial intelligence does enforce cooperative action within the industry via the effects on productivity variables, transaction costs, and production elasticities. Furthermore, the Jevon’s paradox does not seem to apply to artificial intelligence. Therefore, it is suggested that more empirical research has to focus on this topic.

Practical Implications: This chapter highlights the importance of artificial intelligence for the topic of sustainability.

Artificial intelligence is gradually penetrating into human society. In the network era, the interaction between human and artificial intelligence, even between artificial intelligence, becomes more and more complex. Therefore, it is necessary to describe and intervene the evolution of crowd intelligence network dynamically. This paper aims to detect the abnormal agents at the early stage of intelligent evolution.

In this paper, differential evolution (DE) and K-means clustering are used to detect the crowd intelligence with abnormal evolutionary trend.

This study abstracts the evolution process of crowd intelligence into the solution process of DE and use K-means clustering to identify individuals who are not conducive to evolution in the early stage of intelligent evolution.

Experiments show that the method we proposed are able to find out individual intelligence without evolutionary trend as early as possible, even in the complex crowd intelligent interactive environment of practical application. As a result, it can avoid the waste of time and computing resources.

In this paper, DE and K-means clustering are combined to analyze the evolution of crowd intelligent interaction.

Canadian postsecondary institutions are increasing their emphasis on internationalization, sending many students abroad and welcoming students from far and wide onto their campuses. Also, Canadian organizations and multinational corporations have an increasingly diverse workforce. These trends require postsecondary institutions to prepare students adequately for this global village of the 21st century. At the University of Victoria’s (UVic’s) Co-operative Education Program and Career Services, we have created a strategy to help develop global ready graduates using a framework derived from Earley and Ang’s work on cultural intelligence (Earley & Ang, 2003). Cultural intelligence (CQ) is defined as an individual’s capability to function and manage effectively in culturally diverse settings (Ang & Van Dyne, 2008). A recently completed research project to measure the development of cultural intelligence of students participating in the UVic’s CANEU-COOP program formed the impetus for developing this CQ strategy (McRae, Ramji, Lu, & Lesperance, 2016). The strategy involves a framework that includes curriculum for inbound international students, outbound work-integrated learning (WIL) students, and all students preparing to work in diverse workplaces. In addition to developing specific curricula for these audiences, the strategy includes tools to assess the intercultural competencies that students gain during their WIL experiences, as well as helping students use these competencies to transition to the 21st century global village. This strategy and the Intercultural Competency Development Curriculum (ICDC) are discussed in this chapter.

The purpose of this paper is to address a theoretical and methodological framework to validate a model for explaining social responsibility in cooperative societies.

A qualitative methodology based on the assessment and agreement of an expert panel has been used. More exactly, a Delphi technique will help achieve agreement about the set of indicators previously defined and to get a single and agreed definition.

The results consist of a consensus scale for each variable of the proposed model. This unanimity in the opinions about the final result will be the basis for further quantitative treatment of the proposed conceptual model.

Limitations derive from the initial state of the study and the need to practical analysis.

Cooperative societies could have a way to analyze their position related to social responsibility. In general, contributions to social responsibility have improved, in particular, in the field of these entities.

The paper contributes to properly measure the variables of the conceptual model. The main variable of analysis, called Orientation to Social Responsibility in Cooperatives (OSRCOOP), is not directly observable, and it is necessary to measure it through a set of indicators. Likewise, with the other strategic variables with which OSRCOOP is related to the model proposed (member satisfaction, innovation, quality of service and cooperative outcome or performance).