Relevant bibliographies by topics / Organizational intelligence management

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Organizational intelligence management'

Author: Grafiati
Published: 4 June 2021
Last updated: 10 February 2022

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Journal articles on the topic "Organizational intelligence management"

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Soltani, Zeynab, Batool Zareie, Leila Rajabiun, and Ali Agha Mohseni Fashami. "The effect of knowledge management, e-learning systems and organizational learning on organizational intelligence." Kybernetes 49, no. 10 (November 18, 2019): 2455–74. http://dx.doi.org/10.1108/k-12-2018-0672.

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Purpose Nowadays, organizations are facing fast markets’ changing, competition strategies, technological innovations and accessibility of information. In such highly dynamic situations, many factors must be coordinated to realize effective decision-making. In addition, the definition of organizational intelligence is as follows: intellectual ability to answer organizational issues and focus on the unification of human and mechanical abilities for solving problems. This paper aims to investigate important factors (organizational learning, knowledge management and e-learning systems) that influence organizational intelligence. Design/methodology/approach Data have been collected from 290 personnel of tax administration of East Azarbaijan, Iran. For measuring the model’s elements, a questionnaire has been proposed. Surveys have been reviewed by experts with significant experiences in the organizational intelligence field. For statistical analysis of questionnaires, the statistical package social sciences 25 and SMART-partial least squares 0.3 have been used. Findings Findings from the study verify the validity of the design for an organizational intelligence assessment. The outcomes indicate that e-learning systems positively affected organizational intelligence. In addition, they show that the influence of knowledge management and organizational learning on organizational intelligence is important. Originality/value Organizational intelligence’s multidimensional nature makes it a very useful and essential management tool. Therefore, it provides beneficial results for the organizations’ managers to study the important factors affecting it.
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Wilson, Stefanie Denise. "Student Management And Human Intelligence Skills Enhanced Through Community Service." Journal of College Teaching & Learning (TLC) 9, no. 4 (September 20, 2012): 299. http://dx.doi.org/10.19030/tlc.v9i4.7300.

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Based on years of human intelligence research conducted by Howard Gardner and results from a quantitative research study supporting Gardners research collected from a sample of 205 faculty within the United States, the researcher examined students that are actively engaged in community service experiences and their approaches to reframing their intelligences and enhancing their unique learning, problem-solving, and decision-making skills. Students who reach beyond the class or virtual rooms of academia and become actively involved in community service organizations gain organizational experiences that sharpen their management and human intelligence skills to equip them with operating in a competitive world of constant organizational change.
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Daoudi, Najima, Majda Nabigh, Imane Hilal, Hasnae Rahimi, and Fatima Zahra Atiki. "Organizational Intelligence: Ontological Modeling of Skills." International Journal of Advanced Corporate Learning (iJAC) 13, no. 1 (March 27, 2020): 4. http://dx.doi.org/10.3991/ijac.v13i1.10589.

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<p class="0papertitle">In both the private and public sectors, human resource management processes face considerable challenges in terms of skills management within organizations. In fact, during the recruitment process, it is difficult to find the right profile for certain functions. To cope with this constraint and thus streamline this process, organizations tend to implement intelligent management of jobs and skills. Most systems of matching a job with a profile face the difficulty of developing and maintaining resources specific to each field. In view of this, ontologies are not only a tool for professional management and strategic management of human resources, but they also make it possible to base the relationship between the couple job / profile. Thus, we propose a construction approach of three ontologies that will play a key role in knowledge management in the context of the Secrétariat Chargé De L’eau but which remains valid for later use in broader contexts.</p>
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Suša Vugec, Dalia, Vesna Bosilj Vukšić, Mirjana Pejić Bach, Jurij Jaklič, and Mojca Indihar Štemberger. "Business intelligence and organizational performance." Business Process Management Journal 26, no. 6 (March 29, 2020): 1709–30. http://dx.doi.org/10.1108/bpmj-08-2019-0342.

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PurposeOrganizations introduce business intelligence (BI) to increase their performance, but often, this initiative is not aligned with the business process management (BPM) initiative, which also aims to improve organizational performance. Although some findings from the literature indicate that BI implementation has a positive impact on organizational performance, the impact seems to be indirect. Therefore, the purpose of this study is to enhance the understanding of how BI maturity is translated into organizational performance. Alignment of BI and BPM initiatives seems one possible way for creating business value with BI, particularly because BI enables process performance measurement and management, which allows the BI initiative to become more business focused.Design/methodology/approachA questionnaire was prepared and used to collect data in Croatian and Slovenian organizations with more than 50 employees. A BI–BPM alignment measurement instrument was developed for the purpose of this study using the recommended process of scale development and validation. A total of 185 responses were analyzed by the structural equation modeling technique.FindingsOur results provide evidence that the effect of BI on organizational performance is fully mediated by alignment of BI and BPM initiatives, and therefore, BI business value can be generated through the use of common terminology and methodologies, as well as a strong communication between BI and BPM experts, managers and teams in order to coordinate the two initiatives.Originality/valueThis study has responded to the call for better understanding of how the impact of BI on organization performance is realized. It confirmed that BI and BPM initiatives should be aligned in order to give BI a business value.
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Akgün, Ali E., John Byrne, and Halit Keskin. "Organizational intelligence: a structuration view." Journal of Organizational Change Management 20, no. 3 (May 29, 2007): 272–89. http://dx.doi.org/10.1108/09534810710740137.

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Ugoani, John N. N. "EMOTIONAL INTELLIGENCE AND ORGANIZATIONAL COMPETITIVENESS: MANAGEMENT MODEL APPROACH." Independent Journal of Management & Production 7, no. 3 (September 1, 2016): 786–806. http://dx.doi.org/10.14807/ijmp.v7i3.427.

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Giorgi, Gabriele, Serena Mancuso, and Francisco Javier Fiz Perez. "Organizational Emotional Intelligence and Top Selling." Europe’s Journal of Psychology 10, no. 4 (November 28, 2014): 712–25. http://dx.doi.org/10.5964/ejop.v10i4.755.

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The purpose of this study is to explore emotional intelligence in association with effective sales performance. The participants involved in this study were sellers in a home furniture company and completed a new tool measuring emotional intelligence at the beginning of their employment with the company. After four months, their volume of sales was calculated and compared with other results. Briefly, evidence from this study indicates that emotional intelligence skills are relevant in association with job performance, particularly relationship management and self-management. The final results support the main hypothesis. Subsequent implications for sales organizations and researchers are discussed.
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Nisar, Qasim Ali, Hifza Mubeen, and Hira Ashraf. "Impact of Emotional Intelligence and Knowledge Management on Organizational Performance: Mediating Role of Organizational Learning." Journal of Management Info 3, no. 3 (September 1, 2016): 12–17. http://dx.doi.org/10.31580/jmi.v11i1.57.

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Due to globalization and uncertainty in business environment, organizations need to adapt and update their knowledge to remain competitive and innovative and to enhance their productive level. Moreover, Emotional intelligence is vital and accountable factor that determine the victory in life. Such factor plays a significant part in workplace by influencing the collaboration between managers and employees. However, present study is undertaken to scrutinize the influence emotional intelligence, knowledge management on the performance level of organization with mediating role of organizational learning. Current study is descriptive and cross-sectional. Sample size is 150 and simple random sampling method is used. Questionnaire survey method has used. Structural Equation Modelling (SEM) used to support and prove the hypothesis statistically. Results of study enlightened that there is significant positive relationship between emotional intelligence, and organizational performance. Moreover, knowledge management also significantly associated with organizational performance. Furthermore, findings revealed that organizational learning significantly and partially mediates the relationship between emotional intelligence and performance as well as knowledge management and organizational performance. Therefore, Emotional Intelligence and Knowledge are important inputs and organizational learning is the key practice, which enhances the performance and output of any organization.
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Davenport, Thomas H. "Business Intelligence and Organizational Decisions." International Journal of Business Intelligence Research 1, no. 1 (January 2010): 1–12. http://dx.doi.org/10.4018/jbir.2010071701.

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The focus on transactional systems in the earlier decades of information management is beginning to shift toward decisions. In order to study the relationship between information and decisions, the author interviewed 32 managers in 27 organizations where an attempt to use information to support decision-making had been made. A framework involving three different relationships between information and decisions is introduced: loosely-coupled, structured human, and automated. It is suggested that loosely-coupled information and decision environments, while productive for information providers, may require too much knowledge on the part of information users to be effective. A four-step process for bringing information and decisions in closer alignment is also advanced.
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Wulandari, Desi. "The Influence Of Spiritual Intelligence on the Organizational Commitments of Santri Executive Board (BES) Of PPJA." Journal Intellectual Sufism Research (JISR) 1, no. 2 (June 1, 2019): 1–4. http://dx.doi.org/10.52032/jisr.v1i2.26.

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This study aims to determine the level of spiritual intelligence, the level of organizational commitment and to determine whether there is influence of spiritual intelligence on organizational commitment to the management of the Islamic Boarding School Boarding School BES Alimussirry. Using the SPSS 23 system and the research t-test technique, the results showed that the level of spiritual intelligence of the BES PPJA management resulted in 42.30% in the high category, 57.70% in the moderate category and 0% in the low category. The percentage for all member respondents is 80.30%, so the management's spiritual intelligence is included in the medium category. While the level of BES PPJA Management Organizational Commitment resulted in 50% in the high category, 50% in the medium category and 0% in the low category category. The percentage for all respondents is 49.73%, so the organizational commitment of the PPJA BES is in the moderate category. so there is an influence or relationship between spiritual intelligence on organizational commitment BES PPJA with the percentage influence of spiritual intelligence of 5% and the remaining 95% due to other factors not examined by researchers.
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Dissertations / Theses on the topic "Organizational intelligence management"

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Jung, Younghan. "An Approach to Organizational Intelligence Management (A Framework for Analyzing Organizational Intelligence Within the Construction Process)." Diss., Virginia Tech, 2009. http://hdl.handle.net/10919/28604.

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The construction industry is inherently multidisciplinary and has adopted many intellectual and technical business improvements from other industries in an effort to optimize productivity. In construction, management inactivity is the root cause of 30% of non-productive time. This has created an opportunity and need for standardized and structured repeatable procedures for new managerial strategies. A theoretical framework for Organizational Intelligence (OI), which encompasses the procedural ability of an organization to efficiently process, support, measure and reason through management issues, is proposed. The elements of organizational intelligence are divided into three types of intellectual capital: Human Capital, Organizational Capital, and Relational Capital. The performance of an organizational activity depends on the quality of these capitals that are available within an organization. An organization's Human Capital (HC) is the human resources within the organization that can be deployed to acquire and apply its knowledge to perform, respond, or control designated work with available organizational assets. Organizational Capital (OC) refers to the assets available to the organization to support the performance of organizational activities Relational Capital (RC), which combines human capital and organizational capital to perform, is needed specific organizational activities. In addition, the research uses human cognitive abilities as the basis of a fundamental structure from which to form new organizational cognitive abilities that are capable of presenting management processes as critical value creations. Organizational cognitive ability is suggested to define appropriate organizational resources in order to integrate and determine a rational selection of applicable technologies and improvements. This ability can develop knowledge with interconnected variables, namely intellectual capital, managerial process, and performance, all of which support organizational intelligence. From the theoretical framework for OI, a prototype (Intelligibility Learning Model), which determines the role of relationships in an organization's operation and use of resources, is formulated. A case based research then applies the prototype to a managerial process in the construction industry. The case research demonstrates that the Intelligibility Learning Model (ILM) could be use effectively by industry decision makers to improve performance of organizational activities. The identification and application of a theoretical framework constitutes the foundation of a new managerial theory, Organizational Intelligence Management. It thus provides a fundamental foundation that explains how the construction processes, knowledge, skills, and resources used for managerial activities function. This theory contributes and establishes a better understanding of management, from organizational resources through to final production.
Ph. D.
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Batokova, Barbara. "Design for Organizational Intelligence in Non-Profits." Research Showcase @ CMU, 2011. http://repository.cmu.edu/theses/5.

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In many small to mid-size nonprofits, a large amount of knowledge and information is confined to local folders, hard copy formats or even specific people, making it inaccessible to those who could benefit from it. This informal practice causes duplication of efforts and prevents the organization from maintaining critical knowledge and learning from past experience. Partnering with The Center for Victims of Violence and Crime (CVVC), a Pittsburgh-based human services nonprofit organization, I applied human-centered design methods to identify their specific informal knowledge and information processes and structures. Using the research findings, I developed a sustainable and systematic knowledge management practice that also takes into account the constraints of funding and time, which many nonprofits face. To support this practice, I created a system with a hierarchical information architecture that is able to expand overtime to accommodate the growth of the organization and its programs. It enables clear organization, storage and retrieval of explicit knowledge documents as well as the related tacit knowledge, creating the necessary basis for sharing and collaboration. By simplifying and formalizing major administrative tasks, the system also streamlines organizational processes, allowing the staff to work more effectively. Implemented with Microsoft SharePoint 2010, the system creates a trustworthy environment that is necessary to facilitate organizational learning and maintain critical knowledge, leading to sustainability and innovation.
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Rao-Chakravorti, Tarit. "Strategies and responses to intelligence failure : an organizational view." Thesis, Massachusetts Institute of Technology, 2018. http://hdl.handle.net/1721.1/117989.

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Thesis: M.B.A., Massachusetts Institute of Technology, Sloan School of Management, 2018.
Cataloged from PDF version of thesis.
Includes bibliographical references.
In the years following September 11th, the United States Intelligence Community has sought to understand the causes of intelligence failure that allowed such an attack to be carried out. The proposed causes of intelligence failure are myriad - from breakdowns in analytic independence, to a failure to appropriately prioritize threats. Understanding the causes of failure is critical to improving the process by which the Intelligence Community anticipates and responds to harmful actors. This paper reviews the extant literature on intelligence failure, and examines the the challenges most prioritized by the Intelligence Community, as reflected through the 2015 reorganization of the Central Intelligence Agency. The study breaks down the strategic and environmental perspective that is reflected in the new organizational structure at the Agency, and seeks to highlight the strengths and weaknesses of the new structure. Finally, the study closes by introducing three analytic techniques that have been employed in limited use by the Intelligence Community, but hold promise for improving anticipatory analysis and preventing intelligence failure.
by Tarit Rao-Chakravorti.
M.B.A.
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Kerstetter, Bill. "Role of Spiritual Intelligence in Leader Influence on Organizational Trust." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5361.

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Corporate scandals have disrupted the trust and confidence in leaders over the last two decades. Researchers have not addressed the spiritual intelligence of leaders and the role it might play in influencing organizational trust. The purpose of this qualitative phenomenological study was to explore the role of spiritual intelligence in leader influence on organizational trust. The research question addressed the role of spiritual intelligence in leader influence on organizational trust within a global insurance company. The conceptual framework was based on intelligence theory, leadership theory, spiritual intelligence theory, trust theory, and servant leadership philosophy. Data were collected using semistructured interviews with a purposive sample of 16 employees from a global insurance company. Participant selection included senior leaders in the organization or employees who reported to one of those senior leaders. Data were coded, analyzed, and interpreted manually to identify 5 themes using the methodological framework of reflective lifeworld research: emotional intelligence, servant leadership, integrity, trustworthiness, and moral compass. Findings showed that spiritual intelligence plays a critical role in leaders' capacity to make good decisions, build relationships, and provide a sense of empowerment. Senior leaders who leverage their spiritual intelligence may create an organizational culture of trust and empowerment, and may become role models for others to follow.
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Du, Toit P. Jacques. "Determining key intelligence topics for Old Mutual (S.A.)." Thesis, Stellenbosch : Stellenbosch University, 2006. http://hdl.handle.net/10019.1/85167.

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Thesis (MBA)--Stellenbosch University, 2006.
ENGLISH ABSTRACT: Making sense of the competitive environment has become an essential condition for organisational survival and growth. The nature of the competitive environment has evolved to a state that all companies in an industry have more or less the same access to information. It is the companies that translate that information into actionable intelligence that will have the best chance of a competitive advantage. However, few organisations have the resources to study every aspect of the competitive environment. Prioritisation is required to ensure that only those aspects of the competitive environment that will really contribute to the performance of a company are studied. Translating information into intelligence requires both a process and a focus. This study was used to derive a conceptual competitive intelligence process model to guide the operations of Old Mutual’s Competitive Intelligence (CI) function. The conceptual model presented is based on a literature study and details the required steps in translating available information into actionable intelligence. The literature study firstly defines the concept of competitive intelligence. Secondly, it describes the conceptual model. Finally, the literature study describes in more detail the first phase of the intelligence process, i.e. the identification of intelligence needs of the organisation, and the translation of those needs into topics that can be prioritised and operationalised for collection and analysis by the CI function. This process is referred to as the Key Intelligence Topics (KITs) process. The identification of needs was done by means of an empirical study and entailed personal interviews with members of the senior management team of Old Mutual. The most significant need identified in the interviews is for forward-looking analysis of industry trends and competitor strategies. The products of these analyses should suggest potential actions to the recipients or users. The interviews and business documentation on strategic and tactical initiatives were used to determine the key intelligence needs of Old Mutual. The process and framework of interpreting the intelligence needs into prioritised KITs is described in Chapter 4. However, on Old Mutual’s request, specifics pertaining to strategic initiatives and intelligence requirements derived from the empirical study have not been documented in this study.
AFRIKAANSE OPSOMMING: Om sin te maak van die mededingende omgewing het ‘n noodsaaklike voorwaarde vir ‘n maatskappy se oorlewing en groei geword. Die aard van die mededingende omgewing het ontwikkel tot ‘n vlak waar al die maatskappye in ‘n industrie merendeels toegang tot dieselfde inligting het. Dit is slegs dié maatskappye wat beskikbare informasie kan omskakel in bruikbare intelligensie wat die beste kans op ‘n mededingende voordeel sal hê. Nogtans, weinig maatskappye het die beskikbare hulpbronne om elke aspek van die mededingende omgewing te kan bestudeer. Prioritisering word dus benodig om te verseker dat slegs die aspekte van die mededingende omgewing wat werklik ‘n bydrae sal lewer tot die welslae van die maatskappy, bestudeer sal word. Omskakeling van informasie na intelligensie benodig beide ‘n proses en ‘n fokus. Hierdie studie dien om ‘n konseptuele prosesmodel van mededingende intelligensie af te lei vir die gebruik in die Mededingende Intelligensie (MI) afdeling van Ou Mutual. Die voorgestelde model is gebaseer op ‘n literatuurstudie en beskryf die nodige stappe om beskikbare informasie om te skakel in bruikbare intelligensie. Eerstens beskryf die literatuurstudie die konsep van mededingende intelligensie. Tweedens beskryf dit die konseptuele prosesmodel. Laastens beskryf die literatuurstudie die eerste fase van die intelligensieproses in meer besonderhede, d.i. die identifisering van intelligensiebehoeftes van die maatskappy en die verwerking van daardie behoeftes tot onderwerpe wat geprioritiseer en in werking gestel kan word vir insameling en ontleding van informasie deur die MI afdeling. Dié omskakelingsproses is bekend as die “Key Intelligence Topics (KITs)”-proses. Die identifisering van behoeftes is deur middel van ‘n empiriese studie verkry, en behels die voer van persoonlike onderhoude met lede van die senior bestuurspan van Ou Mutual. Gedurende die onderhoude was die behoefte aan toekomsgerigte ontledings van industrieneigings en mededingerstrategieë geïdentifiseer as die grootste huidige tekorte. Voorts moet die ontledings voorgestelde optredes aan die ontvangers van die intelligensie bied. Die onderhoude, tesame met strategiese en taktiese dokumentasie, is gebruik om die sleutel intelligensiebehoeftes van Ou Mutual te bepaal. Die proses en raamwerk om die intelligensie behoeftes te vertolk in geprioritiseerde KITs word beskryf in Hoofstuk 4. Op versoek van Ou Mutual is spesifieke inligting soos deur die empiriese studie afgelei en met betrekking tot Ou Mutual se strategieë en intelligensiebehoeftes nie weergegee in hierdie studie nie.
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Pääkkönen, P. (Pekka). "The role of Business Intelligence for internationalization and organizational learning." Master's thesis, University of Oulu, 2015. http://urn.fi/URN:NBN:fi:oulu-201503121149.

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Today, data is increasingly gathered from end users via products and services. Business Intelligence (BI) tools may be utilized for analysis of the collected data to improve decision making process in a firm. This thesis focuses on the role of BI tools for internationalization and organizational learning. Particularly, usage of analytics tools in the mobile domain is concentrated on. A multiple case study was conducted in collaboration with four Finnish companies. All the studied firms aim at internationalization, and have utilized mobile analytics tools in their business operations. The results indicate that BI/mobile analytics tools may facilitate organizational learning in many ways. Further, organizational learning may be part of the internationalization process of the firm. Based on the results, a model was developed and proposed, which integrates usage of BI tools with internationalization, and organizational learning theories. The model may be considered as a starting point for further theoretical development in the future. The main managerial implication of the study is to understand the significant role of BI/mobile analytics tools in organizational learning, when aiming at internationalization in the context of mobile application business.
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Chasalow, Lewis. "A MODEL OF ORGANIZATIONAL COMPETENCIES FOR BUSINESS INTELLIGENCE SUCCESS." VCU Scholars Compass, 2009. http://scholarscompass.vcu.edu/etd/1723.

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Business intelligence (BI) systems comprise one of the largest and fastest growing areas of IT expenditure in companies today. Companies’ experiences with deriving benefits from these systems are still mixed. One of the differences between BI and other types of information systems is that how BI systems are used, not just whether they are used, can have a major impact on the benefits derived. Therefore the characteristics of BI users and the organizations within which they work can have a disproportionate impact on the benefits derived from investments in BI. Organizational competence is one way to evaluate the characteristics of individuals and organizations relative to their ability to achieve organizational goals. This dissertation examines the characteristics of BI users and their organizations within the framework of organizational competences. Models representing those competences at both the individual and organizational level are presented. A combined competency model and resulting emerging competences are proposed that, if adopted, can improve the likelihood of organizations realizing benefits from their BI investments.
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Hooper, Linda A. "Exploration of the Project Management Practitioner's Emotional Intelligence Competencies." Thesis, Walden University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3604406.

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The success rate of information technology projects is on a downward trend, with reported losses in the billions of dollars. Recent studies indicate a 50–56% project success rate based on quality, budget, and on-time criteria. Building upon the conceptual framework of the emotional intelligence and knowledge management theories, the purpose of this phenomenological study was to explore how project management practitioners apply self- and cultural-awareness competencies to affect project outcomes. Using a purposeful sampling method, 24 experienced U.S.-based project management practitioners participated in a web-based questionnaire. Following Giorgi’s data reduction process resulted in numeric data coding. Thematic analysis revealed themes of (a) awareness and redirection of negative emotions, (b) cultural intelligence, and (c) balanced diverse teamwork. The findings from this research study support increasing awareness, training, and application of emotional and cultural intelligence competencies within the multidimensional knowledge-centric global business environment. Increased awareness and ability to use emotional and cultural competencies can lead to enhanced business outcomes. Improved people-based business practices may increase the economic stability for the organization, employees, and specifically the project management practitioner as a knowledge manager. Implications of social change from this study include increasing success of knowledge-based information technology solutions, expanding employment opportunities, and supporting socially-responsible integrated change.

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Taskov, Konstantin Vedder Richard Glen. "Organizational factors contributing to an effective information technology intelligence system." [Denton, Tex.] : University of North Texas, 2008. http://digital.library.unt.edu/permalink/meta-dc-9733.

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Taskov, Konstantin. "Organizational factors contributing to an effective information technology intelligence system." Thesis, University of North Texas, 2008. https://digital.library.unt.edu/ark:/67531/metadc9733/.

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The purpose of this dissertation is to investigate the organizational factors that contribute to effective emerging information technology intelligence processes and products. Emerging information technology is defined as a technology which is little commercialized and is currently adopted by not more than twenty percent of the companies within a given industry. By definition, information technology intelligence is a subdivision of competitive intelligence and business intelligence. I discovered evidence that the information technology intelligence process includes assessment of information technology intelligence needs of consumers, collection of data from internal and external sources, analysis of the collected data and distribution of the analyzed data to the consumers. Exploratory factor analysis confirmed the existence of all the variables in the proposed research model. I found empirical evidence that the final technology intelligence product contributes to better decisions made by consumers, their better environmental scanning, and more funding to information technology departments in organizations from different industries and of different sizes.
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Books on the topic "Organizational intelligence management"

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March, James G. The pursuit of organizational intelligence. Malden, Mass: Blackwell Business, 1999.

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Organizing around intelligence: The new paradigm. 2nd ed. New Jersey: World Scientific, 2009.

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Flaschka, Michael. The intelligent travel company: Enhancing organizational intelligence through management systems. Bern: Verlag Paul Haupt, 1998.

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Building organizational intelligence: A knowledge management primer. Boca Raton, Fla: CRC Press, 2000.

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Herschel, Richard T. Organizational applications of business intelligence management: Emerging trends. Hershey, PA: Business Science Reference, 2012.

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Management intelligence: Sense and nonsense for the successful manager. New York: Palgrave Macmillan, 2008.

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The power of minds at work: Organizational intelligence in action. New York: AMACOM, 2003.

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Albrecht, Karl. The power of minds at work: Organizational intelligence in action. New York: AMACOM, 2003.

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Burton, Richard M. Strategic Organizational Diagnosis and Design: Developing Theory for Application. Boston, MA: Springer US, 1995.

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Tonchia, Stefano. Performance measurement: Linking balanced scorecard to business intelligence. Heidelberg [Germany]: Springer, 2010.

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Book chapters on the topic "Organizational intelligence management"

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Drabek, Thomas E. "Organizational Intelligence." In Emergency Management, 145–51. New York, NY: Springer New York, 1990. http://dx.doi.org/10.1007/978-1-4612-3310-7_14.

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Huber, George P. "Organizational Intelligence." In The Palgrave Encyclopedia of Strategic Management, 1–5. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_502-1.

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Huber, George P. "Organizational Intelligence." In The Palgrave Encyclopedia of Strategic Management, 1211–15. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_502.

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Furnham, Adrian. "Reactions to Organizational Change." In Management Intelligence, 160–63. London: Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/9780230227439_55.

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Herschel, Richard, and Ira Yermish. "Knowledge Management in Business Intelligence." In Knowledge Management and Organizational Learning, 131–43. Boston, MA: Springer US, 2009. http://dx.doi.org/10.1007/978-1-4419-0011-1_9.

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Pachidi, Stella, and Marleen Huysman. "Organizational intelligence in the digital age." In The Routledge Companion to Management Information Systems, 391–402. Abingdon, Oxon ; New York, NY : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315619361-29.

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Baets, Walter R. J. "Artificial Intelligence for Knowledge Management and Learning." In Organizational Learning and Knowledge Technologies in a Dynamic Environment, 83–109. Boston, MA: Springer US, 1998. http://dx.doi.org/10.1007/978-1-4615-5773-9_4.

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Lia, Ran, and Shoulian Tang. "An Optimized Organizational Structure Model of Internet Security Management." In Intelligence Computation and Evolutionary Computation, 953–58. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-31656-2_131.

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Paul, Souma Kanti, Sadia Riaz, and Suchismita Das. "Organizational Adoption of Artificial Intelligence in Supply Chain Risk Management." In Re-imagining Diffusion and Adoption of Information Technology and Systems: A Continuing Conversation, 10–15. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-64849-7_2.

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Okabe, Masao, Masahiko Yanagisawa, Hiroshi Yamazaki, Keido Kobayashi, Akiko Yoshioka, and Takahira Yamaguchi. "Organizational Knowledge Transfer of Intelligence Skill Using Ontologies and a Rule-Based System." In Practical Aspects of Knowledge Management, 207–18. Berlin, Heidelberg: Springer Berlin Heidelberg, 2008. http://dx.doi.org/10.1007/978-3-540-89447-6_20.

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Conference papers on the topic "Organizational intelligence management"

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Al Majzoub, Khaled, and Vida Davidavičienė. "ORGANIZATION BEHAVIOR CHANGES CAUSED BY INFORMATION AND COMMUNICATION TECHNOLOGIES." In Business and Management 2018. VGTU Technika, 2018. http://dx.doi.org/10.3846/bm.2018.15.

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Abstract:
The development and use of Information and communication technology(ICT) is growing at a rapid speed across the world. The number of internet (as well as other technologies) users increased by 27,750% from 1993 (14 million) until 2017 (3,885,567,619) users according to internetworldstats. ICT is becoming essentials in all organization, and organizations cannot survive or compete without using these technologies. Although some researches were done on the effects of these technologies on organizations behaviours, they still in initial stages. The following article examine the effect of ICT on organizational behaviours, especially on Organizational Design how ICT changes the organizational structure and what are the organizations formed, Intelligence in what way knowledge is created and strategically used, and Decision Making how it will affect the speed and accuracy of decision making. Methods used in the article are scientific literature analysis, synthesis and comparison.
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Larionova, Viola. "Management Games: Organizational Behavior And Emotional Intelligence." In Joint Conferences: 20th Professional Culture of the Specialist of the Future & 12th Communicative Strategies of Information Society. European Publisher, 2020. http://dx.doi.org/10.15405/epsbs.2020.12.03.27.

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Sasaki, Yasuo, Jader Zelaya, and Naoshi Uchihira. "Systems Intelligence and Organizational Knowledge Creation." In 2018 Portland International Conference on Management of Engineering and Technology (PICMET). IEEE, 2018. http://dx.doi.org/10.23919/picmet.2018.8481954.

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Rovcanin, Adnan, Adna Mataradzija, and Amra Mataradzija. "Knowledge Management through the Implementation of Business Intelligence Tools." In Annual International Conference on Business Strategy and Organizational Behaviour. Global Science and Technology Forum (GSTF), 2012. http://dx.doi.org/10.5176/2251-1970_bizstrategy33.

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Zehir, Cemal. "Effect Of Emotional Intelligence On Organizational Performance: Mediating Role Of Organizational Identification." In ICLTIBM 2017 - 7th International Conference on Leadership, Technology, Innovation And Business Management. Cognitive-Crcs, 2019. http://dx.doi.org/10.15405/epsbs.2019.12.03.22.

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"KNOWLEDGE SHARING AND ORGANIZATIONAL PERFORMANCE - An Agent-mediated Approach." In Business Intelligence, Knowledge Management and Knowledge Management Systems. SciTePress - Science and and Technology Publications, 2007. http://dx.doi.org/10.5220/0002406105040509.

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Chen, Xuezhong, Qian Tian, and Zhaohan Sheng. "Measuring Index System and Method of Organizational Intelligence." In 2009 International Conference on Management and Service Science (MASS). IEEE, 2009. http://dx.doi.org/10.1109/icmss.2009.5302676.

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Murthy, G. Rama, Sharika Pongubala, and Sharan Girdhani. "Information Theory in Management of Organizational Hierarchies." In 2014 International Conference on Soft Computing & Machine Intelligence (ISCMI). IEEE, 2014. http://dx.doi.org/10.1109/iscmi.2014.21.

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Dayan, Mumin. "The Moderating Effect of Market Turbulence on Organizational Intelligence." In 2006 IEEE International Conference on Management of Innovation and Technology. IEEE, 2006. http://dx.doi.org/10.1109/icmit.2006.262282.

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Saqib, Muhammad, Shima Al Toobi, Fatema Al Nadhiri, and Fouzia Younus. "Integrating knowledge management and business intelligence practices to improve organizational performance." In 2018 Majan International Conference (MIC). IEEE, 2018. http://dx.doi.org/10.1109/mintc.2018.8363154.

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