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The purpose of this paper is to advance and investigate empirically how entrepreneurial attitude and normative beliefs influence managerial scanning for competitive intelligence and how managerial scanning efforts subsequently impact managerial interpretation of organizations' strengths and weaknesses in the competitive arena.

A structural equation model was tested with survey data from 309 managers in the USA.

The results indicate that entrepreneurial attitude orientation and market orientation significantly impact managerial scanning for competitive intelligence, which in turn leads to managerial representations of competitive advantage.

This paper demonstrates that scanning for competitive intelligence is more an entrepreneurial activity than a routine activity for managers, and that managerial scanning efforts can be maximized in highly market‐oriented organizations that value competitive intelligence collection and dissemination. Proactive scanning for competitive intelligence enables managers to develop a fuller picture of the superiority or deficiency of their organizations. Future research needs to address the inherent cyclicity of the managerial sense‐making process.

This paper is the first effort to examine empirically the scanning cycle – that is, the relationships between managerial business motivation, intelligence scanning and sense‐making. It offers strategic guides to both academicians and practitioners on how to achieve a better understanding of the complex and dynamic market through proactive scanning activities.

The purpose of this paper is to investigate the theoretical linear model on intelligence, i.e. emotional, social, cognitive, and cultural intelligence and its impact on managerial effectiveness and career success in the perspective of insurance sector of Pakistan.

Data collected from 202 managers of insurance companies by using structured questionnaires’ and simple random sampling technique. Multiple regression analysis has used to check the simultaneous effect of multiple types of intelligence on managerial job outcomes.

The results of research revealed that emotional, social, and cognitive intelligence have positive effect on managerial effectiveness and career success. Emotional intelligence is one of the strongest predictor that has significant impact of managerial effectiveness compared to other types of intelligence. Conversely, cultural intelligence has insignificant relation with managerial effectiveness and career success. There are very rare studies conducted to explore the role of multiple types of intelligence to improve managerial job outcomes in the context of insurance sector. This study proved that the transformation of business from production era to relationship-based era increases the importance of multiple types of intelligence to become an effective manager.

Moreover, this study contributes in theoretical literature and explores new dimensions for future researchers, practitioners’, and management consultants to recognize the effectiveness of intelligence especially in services sector organizations. Data collected from one sector and by using one point of time raised the issue of common method variance and causality.

This study has examined the overarching model on intelligence. Researchers did not find a single study that has addressed the multiple types of intelligence and its impact on managerial outcomes in the perspective of insurance sector.

The business intelligence (BI) research witnessed a proliferation of contributions during the past three decades, yet the knowledge about the interdependencies between the BI process and organizational context is scant. This has resulted in a proliferation of fragmented literature duplicating identical endeavors. Although such pluralism expands the understanding of the idiosyncrasies of BI conceptualizations, attributes and characteristics, it cannot cumulate existing contributions to better advance the BI body of knowledge. In response, this study aims to provide an integrative framework that integrates the interrelationships across the BI process and its organizational context and outlines the covered research areas and the underexplored ones.

This paper reviews 120 articles spanning the course of 35 years of research on BI process, antecedents and outcomes published in top tier ABS ranked journals.

Building on a process framework, this review identifies major patterns and contradictions across eight dimensions, namely, environmental antecedents; organizational antecedents; managerial and individual antecedents; BI process; strategic outcomes; firm performance outcomes; decision-making; and organizational intelligence. Finally, the review pinpoints to gaps in linkages across the BI process, its antecedents and outcomes for future researchers to build upon.

This review carries some implications for practitioners and particularly the role they ought to play should they seek actionable intelligence as an outcome of the BI process. Across the studies this review examined, managerial reluctance to open their intelligence practices to close examination was omnipresent. Although their apathy is understandable, due to their frustration regarding the lack of measurability of intelligence constructs, managers manifestly share a significant amount of responsibility in turning out explorative and descriptive studies partly due to their defensive managerial participation. Interestingly, managers would rather keep an ineffective BI unit confidential than open it for assessment in fear of competition or bad publicity. Therefore, this review highlights the value open participation of managers in longitudinal studies could bring to the BI research and by extent the new open intelligence culture across their organizations where knowledge is overt, intelligence is participative, not selective and where double loop learning alongside scholars is continuous. Their commitment to open participation and longitudinal studies will help generate new research that better integrates the BI process within its context and fosters new measures for intelligence performance.

This study provides an integrative framework that integrates the interrelationships across the BI process and its organizational context and outlines the covered research areas and the underexplored ones. By so doing, the developed framework sets the ground for scholars to further develop insights within each dimension and across their interrelationships.

This article reviews the literature on the subject of “emotional intelligence” (EQ) and attempts to pin‐down and define this nebulous construct, using competency‐based and personality factor scales. In an exploratory study, the reliability and construct and predictive validity of three scales were investigated. An EQ scale based on 16 relevant competencies showed highly promising reliability and validity. The results also showed the relevance of two other competency‐based scales – intellectual intelligence (IQ) and managerial intelligence (MQ) – which both predicted organisational advancement. Taken together, however, the three scales had even higher validity. The overall results supported the view that EQ constructs can be measured more effectively by “performance analysis” than “classic paper and pencil tests”. In addition they provide support for the proposition that the combination of EQ and IQ is a more powerful predictor of “success” than either measure alone.

The purpose of this paper is to examine the relationship of the Five-Factor Model Personality Disorder (FFM PD) count technique to industrial, work, and organizational (IWO) criteria. In this vein, the present research sought to extend previous studies (e.g. De Fruyt et al., 2009) by eliminating common method variance, and by including several objectively assessed IWO criteria, namely, managerial level, intelligence, and creativity.

In total, 1,659 working adults reported their managerial level in their organization, and completed two intelligence tests, a measure of creativity, and a measure of the Big Five personality traits in an assessment centre. The data were analyzed using structural equation modeling.

Results showed that the FFM PD counts were significantly associated with each IWO criteria. Results also show that specific linear combinations of Five-Factor Model facets can explain a larger proportion of the variance in these criteria. Finally, normative benchmark values are provided and validated for personnel development contexts in the UK.

Because the FFM PD score-distributions were limited to one assessment setting (medium stakes) only, the use of proposed benchmarks may not be appropriate for other contexts.

Considering the mounting evidence in the area, assessing dark side traits is likely to be desirable for organizations – particularly in selection and development settings.

This study is the first to demonstrate the validity of the FFM PD count technique in relation to objectively measured IWO criteria.

Purpose –– The purpose of this chapter is to test the managerial decision-making knowledge of Mexican administrators managing maquiladora plants, or ‘twin plants’, in the effort to devise a practical skill set assessment.

Design/methodology/approach –– A sample of Mexican maquiladora managers was studied along dimensions of gender, experience, proximity to parent firm and upward mobility in order to assess the managers' level of ‘managerial intelligence’, where the constructs of tacit knowledge and intuition were used as proxies for managerial intelligence.

Findings –– While managerial decision-making may be classified as special forms of knowledge, assessment of this knowledge as forms of tacit ‘knowing’ did not prove successful.

Research limitations/implications –– Due to limitations of time and money in conjunction with the characteristically low response rate on surveys in Mexico, the sample was rather limited given the number and size of ‘twin plants’ and not wholly random. Thus, future research will need to address these shortcomings.

Originality/value –– This chapter is an effort to fill a gap in the literature regarding measures of tacit knowledge and the effort to elucidate the operation and management of plants in Mexico's maquiladora industry.

Herbert A. Simon and Alan Newell won the Turing Award jointly in Computer Science for foundational work on Artificial Intelligence. Simon also won the Nobel Prize in Economics for the concept of “bounded rationality.” In both cases, the same heuristic was deemed fundamental: “Search till a satisfactory solution is found.” We argue that behavioral strategy can learn a great deal from the Theory of Computational Complexity and Artificial Intelligence. These fields can provide a sounder theoretical grounding for bounded rationality and for the necessity and usefulness of heuristics. Finally, a concept of “organizational intractability” based roughly on the metaphor provided by the Theory of Computational Complexity may be useful in determining what analytical decision technologies are actually intractable in real organizations with constraints on time and managerial attention.

Emotional intelligence (EI) is a topic of growing interest. This article describes the design of a new tailored instrument to measure emotional intelligence, which was piloted on 201 managers. Data are presented showing its high reliability and validity. In particular, construct validity is demonstrated using the 16PF, Belbin team roles, Myers‐Briggs type inventory and Type A behaviour. Seven elements (sub‐scales) make up the total questionnaire – self‐awareness; influence; decisive; interpersonal sensitivity; motivation; integrity; and resilience. These are defined in detail, and guidance is given on administration, and reporting which is done through an expert system. Advice on how the results can be used for personal development is also given. Finally, suggestions are put forward for further work on appropriate organisational cultures to reinforce emotional intelligence, and the issue of emotional intelligence and leadership.

Managerial success as an academic concept has not been researched and explored adequately in the management literature. The purpose of this research paper is to identify and analyze a set of success indicators that the working managers value most in their professional life. Further, these selective managerial success indicators were prioritized for different managerial hierarchies in the Indian context.

The data analysis was carried out using the analytical hierarchy process (AHP) technique as the basis for the comparisons of the success indicators for various levels of managerial hierarchy as well as for the representing variables under each success indicator.

The results established the prioritization of the managerial success indicators for the senior, middle, and junior levels of managerial hierarchy. The aggregative analyses for the entire data set also prioritized the variables under each success indicator studied in this research.

The study has practical implications for the top management in terms of providing them with the definitive success indicators of the working professionals, hence helping them achieve success by suitably facilitating these factors. The recruitment specialists can select the incumbent managers with the individualized characteristics identified in this study that facilitate professional success.

This research has addressed a relatively unexplored area of managerial success in the Indian context and outlined a framework for the prioritization of success factors by the Indian managerial community.