Global Corporate Intelligence: Opportunities, Technologies, and Threats in the 1990s

By George S. Roukis; Hugh Conway et al. | Go to book overview
Figure 14.2 A Corporate Intelligence Model

the environment to the way they feel comfortable and make it favorable to their business. Management must make the organization a learning organization by giving up management's ego to cope with changing and competitive environments.

By doing so, management is constantly learning from a confusing and unpredictable environment and is able to increase the level of abilities of corporate intelligence. Through a process of constant learning, management is able to accumulate knowledge and will be able to create a new order in the organization. Gerlack ( 1987) points out, regarding the strategic success of Japanese organizations, that "perhaps the strongest argument for the Japanese business system has been its remarkable ability and willingness to experiment, to try new things, and to look outside and learn." Management's ability to get relevant information out of turbulent environments utilizing corporate intelligence is the most critical factor affecting the future of the organization, regardless of whether it is American or Japanese. This is the key to understanding the strategic success of the Japanese organization in international environments.


REFERENCES

Abegglen J. C., and Stalk G. 1985. Kaisha: The Japanese Corporation. New York: Basic Books.

Benedict R. 1967. The Chrysanthemum and the Sword. Cleveland and New York: Meridian Books, World Publishing Co.

Bennis W., and Nanus B. 1985. Leaders: The Strategies for Taking Charge. New York: Harper and Row.

Christopher R. C. 1983. The Japanese Mind. The Goliath Explained. New York: Linden Press/Simon and Schuster.

Clark R. 1979. The Japanese Company. New Haven: Yale University Press.

Drucker P. January-February 1981. "Behind Japan's Success." Harvard Business Review, 83-90.

Gerlack M. Fall 1987. "Business Alliance and the Strategy of the Japanese Firm." California Management Review, 126-42.

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