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The strategic management literature emphasizes the concept of business intelligence (BI) as an essential competitive tool. Yet the sustainability of the firms’ competitive advantage provided by BI capability is not well researched. To fill this gap, this study attempts to develop a model for successful BI deployment and empirically examines the association between BI deployment and sustainable competitive advantage. Taking the telecommunications industry in Malaysia as a case example, the research particularly focuses on the influencing perceptions held by telecommunications decision makers and executives on factors that impact successful BI deployment. The research further investigates the relationship between successful BI deployment and sustainable competitive advantage of the telecommunications organizations. Another important aim of this study is to determine the effect of moderating factors such as organization culture, business strategy, and use of BI tools on BI deployment and the sustainability of firm’s competitive advantage.

This research uses combination of resource-based theory and diffusion of innovation (DOI) theory to examine BI success and its relationship with firm’s sustainability. The research adopts the positivist paradigm and a two-phase sequential mixed method consisting of qualitative and quantitative approaches are employed. A tentative research model is developed first based on extensive literature review. The chapter presents a qualitative field study to fine tune the initial research model. Findings from the qualitative method are also used to develop measures and instruments for the next phase of quantitative method. The study includes a survey study with sample of business analysts and decision makers in telecommunications firms and is analyzed by partial least square-based structural equation modeling.

The findings reveal that some internal resources of the organizations such as BI governance and the perceptions of BI’s characteristics influence the successful deployment of BI. Organizations that practice good BI governance with strong moral and financial support from upper management have an opportunity to realize the dream of having successful BI initiatives in place. The scope of BI governance includes providing sufficient support and commitment in BI funding and implementation, laying out proper BI infrastructure and staffing and establishing a corporate-wide policy and procedures regarding BI. The perceptions about the characteristics of BI such as its relative advantage, complexity, compatibility, and observability are also significant in ensuring BI success. The most important results of this study indicated that with BI successfully deployed, executives would use the knowledge provided for their necessary actions in sustaining the organizations’ competitive advantage in terms of economics, social, and environmental issues.

This study contributes significantly to the existing literature that will assist future BI researchers especially in achieving sustainable competitive advantage. In particular, the model will help practitioners to consider the resources that they are likely to consider when deploying BI. Finally, the applications of this study can be extended through further adaptation in other industries and various geographic contexts.

Marketing departments spend endless time and energy on marketing the company and its products to the outside world, yet they often overlook the importance of their models and expertise to internal services within the company. The author describes the setting up of a market intelligence function within the UK subsidiary of a multinational computer company, using marketing techniques to research and “sell” the service to other departments within the company. The value‐activities of marketing – market understanding, strategy formulation, detailed planning and marketing operations are discussed, and how each of these informed the establishment and development of the market intelligence function is considered. Having established market intelligence in the company, the author discusses the management of the service, particularly the need for constant evaluation and adjustment, and the importance of computer systems which meet the user′s needs.

The purpose of this paper is to investigate how apparel employees’ analytic, creative and emotional intelligence (EI) influence their job (JS) and career satisfaction (CS) from the theory of EI perspective.

An online survey was administered to apparel employees with a response of 135 participants. Regression-based conditional process analysis using bootstrapped confidence intervals was employed to analyze the study’s hypotheses.

Findings indicated that, using EI, overall participants had higher JS and, therefore, CS. However, the degree of such relationships was different for the analytic and creative groups. Specifically, when the analytic group has high EI, the direct effect of EI on JS and CS was higher than the creative group had on high EI. That is, EI seems to help the analytic group to achieve their JS and CS more directly and, respectively, while the creative group gets more indirect benefit of JS between EI and CS.

This study is one of the first to empirically investigate the apparel work environment by assessing employees’ analytic, creative and EIs and their relationships with JS and CS. Implications for the apparel industry and academia show that apparel companies and educators may need to enhance EI for their current and future employees to help create a more positive and long-lasting career in the apparel industry.

A summary statement of the meaning of tourism intelligence is built in this chapter by considering multiple sources. Tourism intelligence is then cast as the sum of the resources available to a decisionmaker coupled with their interpretive ability to use it. Academic researchers can contribute to this resource base but need to deal with the likely use of other inputs by decisionmakers. Tourism intelligence can be a bridge between academic inputs and broader influences provided that concerns about credibility, trustworthiness, and accessibility of the scholarly work are well managed. The tourism intelligence concept has value for all stakeholders and the chapters in this volume follow a structure to assist the transition from analysis to action.

The purpose of this paper is to identify and map competencies required by frontline employees to enhance guest experience in the hospitality industry, in the context of an emerging experience economy.

Secondary research through extensive review of relevant literature in the area of experience economy and hospitality management.

This study proposes a new construct of “Hospitality Intelligence” (HI) encompassing mainly Emotional Intelligence (comprising Interpersonal Intelligence and Intrapersonal Intelligence), Cultural Intelligence and Hospitality Experiential Intelligence dimensions.

Practitioners and HR professionals in the field of hospitality would find the Hospitality Intelligence construct useful in recruiting and training frontline employees, while educationists could use the findings of this study in designing curricula and pedagogical interventions for developing the right skill set for the hospitality industry.

This study proposes a competencies framework and develops a construct of Hospitality Intelligence required by frontline employees in the hospitality industry to elevate guest experience from a simple interaction to a memorable experience.

This study explored the measurement of emotional intelligence (EI) using a comprehensive scale to tap the construct. Using a sample of 295 undergraduate business majors from a mid‐western university, an exploratory factor analysis was performed to examine the factor structure of the scale. Based on the factor loadings, the scale was reduced to 51 items with five factors emerging. Student demographics revealed that accounting majors rated lower on EI as compared to other majors. Results also indicated that higher EI scores were associated with membership in Greek organizations, and involvement in sports organizations. It was also found that international students rated lower on the EI measure as compared to domestic students. Finally, several of the factors within the scale were shown to have a relationship to both cumulative GPA and university‐specific GPA. Implications for these findings as they relate to management development are discussed.

The purpose of this study is to build a proposal for an integrated analysis / evaluation / decision / implementation framework to suit entrepreneurial companies intending to redefine their strategic behaviours and their competitive schemes in the global environment.

A conceptual approach, based on theoretical perspectives relating to globalisation-based management and decision-making of entrepreneurs, is adopted.

The paper presents a conceptual framework useful for supporting entrepreneurial decisions for global strategies, drawing on an integrated analysis of external environment and internal components, with a specific focus on the entrepreneur's characteristics in terms of cognitive and emotional profiles. It is suggested to adopt a logical process aimed at identifying which strategic levers are available for entrepreneurial players to implement their strategies.

Entrepreneurial decision-making may benefit from an integrated framework which helps entrepreneurs, who aim to compete in the global marketplace, to explore and exploit all the key factors useful to defining their strategies.

There is a lack of decision-making frameworks that put the entrepreneur at the centre and, at the same time, present a potential balance between the external factors (globalisation drivers and local opportunities) and the resources and competences required to manage risks and difficulties of the global environment (internal factors). The originality of the proposed framework consists in filling this gap. Moreover, this framework can be useful for “re-born global” or “global-again” firms that are currently a neglected typology of studied firms.

Military command, control, communications and intelligence systems (c3i) have their historical roots in the early literature of business. This article explores the nature of c3i and how the military approach can provide practical guidance in today′s highly competitive business environment, for managers who want to improve their business intelligence systems, and in particular their marketing information system.

Development of competencies needed to be effective managers and leaders requires research and theory that can drive future scholarship and application. This introductory essay to this special issue of JMD seeks to focus on competencies in organizations in Europe and a broader conceptualization of emotional intelligence.

Competencies are defined and an overview is provided for the papers that will follow with original research on competencies, their link to performance in various occupations, and their development.

Emotional, social and cognitive intelligence competencies predict effectiveness in professional, management and leadership roles in many sectors of society. It addition, these competencies can be developed in adults.

As an introductory essay, the paper lays the foundation for the following papers in this issue.

Competencies needed in order to be effective can be developed.

Despite widespread application, there are few published studies of the empirical link between competencies and performance. There are even fewer published studies showing that they can be developed. The special issue will add to both literatures. There is widespread confusion as to the definition of emotional intelligence; the paper offers some clarification.

The purpose of this study is to examine if there is a relationship between the factors of cultural intelligence and transformational leadership in international school leaders.

This correlational research study examined 193 international school leaders, who participated in a survey that included the Cultural Intelligence Scale and the Multifactor Leadership Questionnaire 5X. A standard multiple regression analysis was used to determine if the factors of cultural intelligence predict transformational leadership. The individual contribution of each factor to the model was examined.

The results indicate that there is a significant positive relationship between cultural intelligence and transformational leadership in international school leaders. Leaders who have a higher level of cultural intelligence exhibit a higher level of transformational leadership style, which suggests that individuals with high-cultural intelligence are able to lead and to manage more effectively in multicultural environments. Behavioral cultural intelligence and cognitive cultural intelligence were found to be the best predictors of transformational leadership.

The results provide insight into the selection, training, and professional development of international school leaders. Practical implications are provided for integrating cultural intelligence into higher education curriculum.

This paper makes a unique contribution to the nomological network of cultural intelligence by identifying which factors of cultural intelligence best predict transformational leadership in international school leaders, a population to which this model had not been previously applied.