Page 4 Editors Note Vol 8 No 1


 
 

EDITOR’S NOTE              VOL 8, NO 1 (2018) 

 
The disciplines of management and IT have indeed merged: new empirical data 
Advancement	in	the	intelligence	field	can	only	be	achieved	through	new	observations	and	the	presentation	of	new	
empirical	data.	This	is	a	continuous	process	and	includes	how	we	as	employees	engage	with	software	and	technical	
solutions.	Just	as	it	is	impossible	to	teach	or	learn	anything	in	marketing	today	without	a	deep	understanding	of	
digital	marketing,	in	the	same	way	is	it	impossible	to	make	advancements	in	intelligence	studies	without	first-hand	
experience	with	business	intelligence	software	and	new	IT-equipment.	Management	and	IT	have	indeed	merged.		

This	understanding	has	been	an	integrated	part	of	JISIB	since	the	journal	started	some	eight	years	ago.	
And	as	always,	we	are	less	interested	in	how	new	technologies	are	developed	(for	that	there	are	excellent	technical	
journals)	than	about	the	management	practice	of	these	developments.		This	issue	follows	very	much	on	this	track.		

The	 article	 by	 Fatma	 Fourati-Jamoussi,	 Claude-Narcisse	 Niamba	 and	 Julien	 Duquennoy	 entitled	 “An	
evaluation	of	competitive	and	technological	 intelligence	tools:	A	cluster	analysis	of	users’	perceptions”	 is	an	
evaluation	of	competitive	and	technological	intelligence	(CTI)	tools	by	students	to	help	designers	get	the	best	
efficiency	out	of	a	monitoring	process.	The	paper	finds	that	user	perception	is	greater	than	expected	and	that	
designers	of	CTI	tools	must	take	this	in	account	when	developing	new	products.	The	authors	argue	that	this	is	a	
major	reason	why	new	software	implementation	fails	in	organizations.		

The	article	by	Ahmad	Abbaspour,	Amir	Hussein	Amirkhani,	Ali	Asghar	Pour	Ezzat,	and	Mohammad	Javad	
Hozori	is	entitled	“Identifying	and	describing	sub-processes	in	strategic	intelligence	process	by	qualitative	content	
analysis	 in	 inductive	 way”.	 The	 authors	 set	 out	 to	 identify	 and	 describe	 the	 sub-processes	 of	 the	 strategic	
intelligence	 process	 in	 organizational	 analysis.	 Fourteen	 main	 sub-processes	 are	 identified	 to	 describe	 the	
strategic	intelligence	process.	The	results	give	new	insight	into	the	strategic	intelligence	process	implementations	
in	organizations.		

The	 article	 by	 Mourad	 Oubrich,	 Abdelati	 Hakmaoui,	 Robert	 Bierwolf	 and	 Mouna	 Haddani	 entitled	
“Development	of	a	competitive	intelligence	maturity	model-Insights	from	Moroccan	companies”	identifies	six	CI	
dimensions	 (CI	 culture	 of	 an	 organization,	 CI	 deliverables,	 CI	 sourcing,	 CI	 cycle,	 CI	 investment	 in	 terms	 of	
resources,	CI	users	and	CI	application)	in	CI	implantation	at	three	different	CI	levels	(early,	mid,	world	class).		

The	article	by	Avner	Barnea	entitled	“Israeli	start-ups	–	especially	in	cyber:	can	a	new	model	enhance	
their	survival	rate?”	concludes	that	the	high	percentage	of	failures	of	Israeli	start-ups	is	due	to	the	difficulties	in	
comprehending	the	competitive	landscape.	Barnea	draws	this	conclusion	from	having	worked	and	interviewed	a	
number	of	companies	for	years.	He	introduces	what	he	calls	the	competitive	review	model	to	help	small	companies	
better	prepare	themselves	for	intense	competition,	especially	relevant	for	the	cyber	security	industry.		

This	issue	also	features	a	book	review	of	Tetlock	and	Gardner’s	Superforecasting:	The	art	and	science	of	
prediction	(2015,	Crown	Publishers,	New	York,	NY).		

As	always,	we	would	above	all	like	to	thank	the	authors	for	their	contributions	to	this	issue	of	JISIB.	Thanks	
to	Dr.	Allison	Perrigo	for	reviewing	English	grammar	and	helping	with	layout	design	for	all	articles	and	to	the	
Swedish	Research	Council	for	continuous	financial	support.		
On behalf of the Editorial Board, 
Sincerely Yours, 

 
Prof. Dr. Klaus Solberg Søilen 
Halmstad University, Sweden 
Editor-in-chief 
 

Copyright © 2017 JISIB, Halmstad University. All rights reserved. 

Journal of Intelligence Studies in Business 
Vol. 8, No 1 (2018) p. 4 
Open Access: Freely available at: https://ojs.hh.se/