The effects of organizational culture on the CI process

✍ Scribed by Neil J. Simon

• Publisher: John Wiley and Sons
• Year: 1999
• Weight: 225 KB
• Volume: 10
• Category: Article
• ISSN: 1058-0247
• DOI: 10.1002/(sici)1520-6386(199931)10:1<62::aid-cir9>3.0.co;2-b

✦ Synopsis

Through impromptu discussions over several lunches, the role of corporate and organizational culture and how it affects competitive intelligence efforts was challenged and questioned. Out of these discussions, a Shared Practice Session was developed by Neil Simon and Faye Brill for the Society of Competitive Intelligence Professional's 1998 Annual Conference and Exhibit, to explore the concepts of organizational culture and identify the critical factors that determine what CI is to an organization and how it is allowed to function.

Why This Growing Interest in Organizational Culture?

Companies in their attempt to keep pace in a competitive and growing global economy have had to make changes in the way they do business. However, when varying from their course to implement the change, they are encountering major difficulty from within. Whether they are trying to adopt new processes, incorporate new or different technologies, or adapt how work is processed, the resistance is similar. There is a "force" within organizations that assists or acts as a barrier in the adoption or adaptation process. This "force" is the organization's culture.