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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 address the perceptions senior public leaders in local government have regarding the need for business intelligence and their perceptions of the extent to which their organizations are capable of effectively assimilating business intelligence.

The data are from a survey on local governments’ need for and capability to use business intelligence, with a response rate of 50.5 percent, and semi-structured interviews. The survey method originates from private sector research but is adapted to local government conditions in Sweden.

The leaders’ perceptions about the need for business intelligence were fragmented. Their perceptions regarding its use were even more fragmented, both between different municipalities and within municipalities.

The survey is adapted to local government conditions in Sweden and may need further changes to fit other settings. The adaptation and renewal of questions can lead to summation errors in relation to the original survey.

The paper highlights some of the strategic areas where senior public leaders need to advance their business intelligence and prioritize specific organizational capabilities. The dominant logic, enhancing an inward-looking approach, seems to prevent a more thoroughgoing business analysis.

The adaptation of a method that is mainly used in the private sector can give new perspectives to senior public leaders regarding the need for and use of business intelligence and can help them identify the factors that can affect the complexity and volatility in local government settings.

This study aims to assess the effectiveness of a scale measuring artificial intelligence capabilities by using the resource-based theory. It seeks to examine the impact of these capabilities on the organizational-level resources of dynamic capabilities and organizational creativity, ultimately influencing the overall performance of government organizations.

The calibration of artificial intelligence capabilities scale was conducted using a combination of qualitative and quantitative analysis tools. A set of 26 initial items was formed in the qualitative study. In the quantitative study, self-reported data obtained from 344 public managers was used for the purposes of refining and validating the scale. Hypothesis testing is carried out to examine the relationship between theoretical constructs for the purpose of nomological testing.

Results provide empirical evidence that the presence of artificial intelligence capabilities positively and significantly impacts dynamic capabilities, organizational creativity and performance. Dynamic capabilities also found to partially mediate artificial intelligence capabilities relationship with organizational creativity and performance, and organizational creativity partially mediates dynamic capabilities – organizational creativity link.

The application of artificial intelligence holds promise for improving decision-making and problem-solving processes, thereby increasing the perceived value of public service. This can be achieved through the implementation of regulatory frameworks that serve as a blueprint for enhancing value and performance.

There are a limited number of studies on artificial intelligence capabilities conducted in the government sector, and these studies often present conflicting and inconclusive findings. Moreover, these studies indicate literature has not adequately explored the significance of organizational-level complementarity resources in facilitating the development of unique capabilities within government organizations. This paper presents a framework that can be used by government organizations to assess their artificial intelligence capabilities-organizational performance relation, drawing on the resource-based theory.

The intelligence and security services are working closely with law enforcement agencies to counteract the activities of organized criminal syndicates and international terrorist organizations. Intelligence work is expected to become more broad based in the future and experts from the private sector will work more closely with personnel from the public sector. A number of long‐term workable partnership arrangements will be formed based on trustworthy behaviour. A greater commitment to disaster management and recovery should witness a greater emphasis on business continuity planning, and this should result in more robust corporate security systems being developed and installed.

This paper aims to summarize the major theoretical elements in the definition of a global ruling class. It then examines how neoconservatives in the USA took power and used regime change to install US-friendly governments in other regions. A strategy of tension is used to press the American population into conformity. But the real revolution is to what extent factual politics escape any attempt to democratic control.

The research relies on case studies of material already published and provides a synthesis.

Three case studies show how far the Deep State already goes. Democracy is on the brink of survival.

This paper is an original hypothesis of the potential end of democracy as we know it, supported by empirical data.

For competitive intelligence (CI) to evolve into a successful business discipline in a company, a culture of competitiveness should prevail. The extent to which CI is practiced in South Africa and the CI culture that exists in South Africa have remained a mystery until the late 1990s. It is the aim of this paper to assess the development of the CI culture since the late 1990s in South Africa and to make recommendations to enhance this culture.

For the empirical evidence, the results of two previous research projects were used. Questionnaires were used in these projects. The questions covered all areas of the intelligence cycle: planning and focus, collection, analysis, communication, process and structure, awareness and culture and attitudes towards CI. Data of the sample population to perform a sample selection was gathered from three sources, namely Reed Inc., the Kompass Southern African and the membership lists of the respective Export Councils. In both the projects, the respondents had to answer the questions on a five‐point Likert scale, where 1 equals either never or disagree and 5 equals always or strongly agree.

The results of observations and research projects show a sustained level of awareness of CI and a CI culture within South African companies since 1999. However, research into the CI practices of South African companies (both descriptive and empirical) and specifically into the CI practices of South African exporters has shown certain areas in which local companies lag behind other countries. In particular, in terms of the extent and depth of education, training and consulting services, South Africa is far behind most developed countries. With better training and education opportunities available, in particular in terms of strategic and competitive analysis and the management of CI, these weak areas of the discipline are sure to improve with time.

The research was built around the six key areas that, collectively, from the intelligence model as identified by Calof and Breakspear in 1999, i.e. planning and focus, collection, analysis, communication, process and structure, and organisational awareness and culture. Some of the key findings were that South African companies showed a general lack of appropriate processes and structures for CI; that there was little evidence that systems in companies assist the CI activities; that few companies could claim that CI was embedded in the whole company; little information sharing took place and people in the company in general did not know the focus of the intelligence activity.

The paper provides recommendations on ways to enhance and foster a competitive or CI culture in South Africa. Various ways to enhance a competitive or CI culture in countries and companies are proposed including CI awareness and training sessions for industry, company managers recognising the value of CI as a tool to enhance competitiveness and appropriate CI related training programmes.

This conceptual article’s primary aim is to identify the significant stakeholders of the digital identity system (DIS) and then highlight the impact of artificial intelligence (AI) on each of the identified stakeholders. It also recommends vital points that could be considered by policymakers while developing technology-related policies for effective DIS.

This article uses stakeholder methodology and design theory (DT) as a primary theoretical lens along with the innovation diffusion theory (IDT) as a sub-theory. This article is based on the analysis of existing literature that mainly comprises academic literature, official reports, white papers and publicly available domain experts’ interviews.

The study identified six significant stakeholders, i.e. government, citizens, infrastructure providers, identity providers (IdP), judiciary and relying parties (RPs) of the DIS from the secondary data. Also, the role of IdP becomes insignificant in the context of AI-enabled digital identity systems (AIeDIS). The findings depict that AIeDIS can positively impact the DIS stakeholders by solving a range of problems such as identity theft, unauthorised access and credential misuse, and will also open a possibility of new ways to empower all the stakeholders.

The study is based on secondary data and has considered DIS stakeholders from a generic perspective. Incorporating expert opinion and empirical validation of the hypothesis could derive more specific and context-aware insights.

The study could facilitate stakeholders to enrich further their understanding and significance of developing sustainable and future-ready DIS by highlighting the impact of AI on the digital identity ecosystem.

To the best of the authors’ knowledge, this article is the first of its kind that has used stakeholder theory, DT and IDT to explain the design and developmental phenomenon of AIeDIS. A list of six significant stakeholders of DIS, i.e. government, citizens, infrastructure providers, IdP, judiciary and RP, is identified through comprehensive literature analysis.

While the “Information Age” has provided the technological tools to “democratize” data and make it widely available to a vast audience of knowledge consumers, ironically it has also provided the materials for a tapestry of rules, regulations and processes that make it more difficult for individuals to access information relevant to both their public and private lives. The purpose of this paper is to examine the role of the private sector in the control and policing of financial crime, and provide an empirical and theoretical framework for understanding the complex tensions created by the simultaneous expansion of both data sources and technologies to collect and format data to create marketable information “products.”

Three primary methods were used to gather the data for this research. Extensive literature reviews were conducted together with an analysis of existing data bases. Finally, a number of interviews were done with various corporate managers to ascertain their views of the existing climate of regulation and/or to determine their approach to monitoring financial crime.

Regarding the private sector's role in the control of financial crime, this research found five distinct roles; each with its own dynamics and implications for successful suppression of unlawful conduct. The five roles are grudging informant, enthusiastic intelligence operative, agent provocateur, cop on the take, and officer friendly. A calculus of incentives and disincentives determines which role will be adopted by the private sector.

Since this paper was exploratory in nature, resulting in a new taxonomy of compliance types, more in depth research ascertaining the empirical validity of each type would be in order. Such knowledge can help policy makers formulate rules and regulations that will enhance public/private partnerships in the control of financial crime.

This study aims to test the attitudes towards and social consequences of Edward Snowden’s revelations in New Zealand, taking into account New Zealand’s socio-cultural and political environment especially as regards privacy and state surveillance.

A questionnaire survey of 66 university students and semi-structured follow-up interviews with 18 respondents were conducted, in addition to reviews of the literature on privacy and state surveillance in New Zealand. The outcomes of the survey were statistically analysed and qualitative analyses of the interview results were also performed.

Despite a lack of detailed knowledge concerning Snowden’s revelations and a relative lack of knowledge of domestic law enforcement agencies, as well as those devoted to protecting human rights and privacy, the revelations have had a noticeable effect on New Zealand youngsters’ attitudes towards privacy and state surveillance, mainly evidenced in their willingness to emulate Snowden’s actions and in their changed online behaviour, thereby demonstrating a chilling effect.

The study results suggest younger New Zealanders are aware of and concerned with their privacy and that the government should better publicise the existing mechanisms for protecting human rights and privacy as well as for whistle-blowing by individuals to give effect to the aspirations of younger citizens in particular.

The results of this study, based on a questionnaire survey, indicates that state surveillance and other threats to privacy are issues of concern to younger New Zealanders and that better public education is needed as to the mechanisms that are available for citizens to protect their privacy and human rights.

This study is the first attempt to investigate the social impact of Snowden’s revelations on New Zealand youngsters’ attitudes toward privacy and state surveillance as part of cross-cultural analyses between eight countries.

The purpose of this paper is to focus on Confucius Institutes and assess the applicability of theories of leadership and knowledge sharing to multinational organizations and worldwide networks. Growth of multinational trade and decrease in international tension have facilitated the globalization of both profit‐seeking and non‐profit organizations. Changes in economic and political environment have also blurred the divide in management practices between these organizations.

The research applies recent theoretical developments to analyze leadership and knowledge sharing of the highly successful Confucius Institutes. Operational similarities and differences between this global learning organization and multinational businesses are evaluated.

Many similarities exist between the operations of the Confucius Institutes and multinational businesses. For both, strategic goals are achieved through the promotion of global expansion and the management practices of distributed leadership and knowledge sharing. The study makes clear the successful application of distributed leadership to a worldwide network. The Confucius Institutes reflect the cultural and social changes in China, combined with influences of global cultures. Findings suggest that distributed leadership is a suitable management style for coping with variant cultural and socio‐political conditions globally. This leadership style, combined with a knowledge‐sharing network, is also suitable for the situational variables encountered in making thousands of decisions across hundreds of global locations by both learning institutions and business organizations.

The paper explores a relatively new area of the similarities and differences between global non‐profit and business networks as learning organizations. The study is of value to both those managing and those studying such organizations.