Organizational structure of competitive intelligence activities : a South African case study

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dc.contributor.author Du Toit, A.S.A.
dc.contributor.author Muller, Marié-Luce
dc.date.accessioned 2010-08-19T09:02:53Z
dc.date.available 2010-08-19T09:02:53Z
dc.date.issued 2004-09
dc.identifier.citation South African Journal of Information Management, Vol.6(3) Sept. 2004 en
dc.identifier.uri http://hdl.handle.net/10210/3411
dc.description.abstract To function effectively in an enterprise, clear objectives must be determined for the competitive intelligence (CI) function and it must be established where the CI unit fits into the organizational structure of the company. There are a number of criteria to consider when deciding where to locate the intelligence function. Factors such as a company’s organizational structure and culture should be considered when making this decision. There is very little empirical evidence on how South African enterprises organize their competitive intelligence activities. To answer these questions, a case study of how competitive intelligence is practiced in Automaker Inc. (a multinational company) is presented. en
dc.language.iso en en
dc.publisher Department of Information and Knowledge Management, University of Johannesburg en
dc.subject Competitive intelligence en
dc.subject Organizational structures en
dc.title Organizational structure of competitive intelligence activities : a South African case study en
dc.type Article en
dc.type.accreditation DoE accredited en
dc.type.peerreview Peer reviewed en

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