1、毕业论文（设计）外文翻译THEIMPACTOFCOMPETITIVEINTELLIGENCEANDISSUPPORTINCHANGINGSMALLBUSINESSORGANIZATIONSTHEAUTHORTORGUIMARAESISJEOWENCHAIROFEXCELLENCEATTENNESSEETECHNOLOGICALUNIVERSITY,COOKEVILLETENNESSEE,USAKEYWORDSCOMPETITIVESTRATEGY,INFORMATIONSYSTEMS,STRATEGICMANAGEMENT,ORGANIZATIONALCHANGE,SMALLFIRMSABST
2、RACTTHEVOLUMINOUSBODYOFLITERATUREONTHEMANAGEMENTOFCHANGE,INCLUDINGSUBAREASSUCHASBUSINESSPROCESSREENGINEERINGBPR,TOTALQUALITYMANAGEMENTTQM,ANDPRODUCTIMPROVEMENT,IMPLICITLYOREXPLICITLYPROPOSETHATCOMPANYSTRATEGICINTELLIGENCEISAPREREQUISITEFORCHANGE,ANDTHATEFFECTIVEINFORMATIONSYSTEMSISSUPPORTISACRITICAL
3、REQUIREMENTFORIMPLEMENTINGCHANGEWHILETHESETWOHYPOTHESESAREEXCEEDINGLYIMPORTANT,THEEXISTINGLITERATURECONTAINSNOEMPIRICALEVIDENCESUPPORTINGTHEMAFIELDTESTOFHOWEFFECTIVELYSMALLBUSINESSORGANIZATIONSAREIDENTIFYINGSTRATEGICPROBLEMANDOPPORTUNITIES,HOWEFFECTIVELYTHEYIMPLEMENTBUSINESSCHANGES,ANDUSEISTECHNOLOG
4、YTODOSO,WASUNDERTAKENTOEMPIRICALLYTESTTHEIRRELATIONSHIPSDESPITETHERELATIVELYSMALLSAMPLESIZE,THERESULTSPROVIDECLEAREVIDENCEABOUTTHEIMPORTANCEOFCOMPETITIVEINTELLIGENCEANDISSUPPORTFOREFFECTIVELYIMPLEMENTINGCHANGEINSMALLBUSINESSORGANIZATIONSTHEITEMSUSEDFORMEASURINGTHEMAINCONSTRUCTSPROVIDEFURTHERINSIGHTS
5、INTOHOWMANAGERSSHOULDGOABOUTACQUIRINGCOMPETITIVEINTELLIGENCEANDMANAGINGISTECHNOLOGYTOEFFECTIVELYSUPPORTBUSINESSIMPROVEMENTSELECTRONICACCESSTHECURRENTISSUEANDFULLTEXTARCHIVEOFTHISJOURNALISAVAILABLEATHTTP/WWWEMERALDLIBRARYCOMINTRODUCTIONSMALLBUSINESSORGANIZATIONSHAVEBEENWIDELYKNOWNASANIMPORTANTSOURCEO
6、FEMPLOYMENTANDECONOMICDEVELOPMENTLATELY,HOWEVER,SMALLBUSINESSORGANIZATIONSANDENTREPRENEURSHAVEBEENPUTINTHEENDANGEREDSPECIESLIST,RUNOVERBYCHAINSOWNEDBYLARGEORGANIZATIONSANDSTYMIEDBYPOLITICIANSANDREGULATORSKURTZ,1996REILAND,1997SOMESMALLBUSINESSESAREFIGHTINGBACKWITHINNOVATIONSINPRODUCTSANDSERVICES,INB
7、USINESSPROCESSES,ANDINORGANIZATIONWHITFIELDANDSZETO,1997MCWILLIAMS,1995MOLDONADO,1996HOLZINGER,1995BUSS,1996INCREASINGBUSINESSGLOBALIZATIONANDFREETRADEHAVELEDTOGREATERCOMPETITION,ANDMANYCOMPANIESWORLDWIDEARESCRAMBLINGTOREDUCENEWPRODUCTDEVELOPMENTTIMEMURMANN,1994PAGE,1993VOSS,1994ANDREDESIGNTHEIRBUSI
8、NESSPROCESSESGUIMARAESANDBOND,1996THEIMPORTANCEOFBUSINESSINNOVATIONHASBECOMEQUITEOBVIOUSTOMOSTMANAGERSHOWEVER,SUCCESSIMPLEMENTINGTHEREQUIREDCHANGESISFARFROMASSURED,WITHMANYORGANIZATIONSREPORTINGVERYDISAPPOINTINGRESULTSGIVENTHECOSTANDTURMOILCAUSEDBYTHECHANGESONTHEOTHERHAND,BUSINESSORGANIZATIONSHAVEDE
9、RIVEDSUBSTANTIALBENEFITSFROMWIDESPREADCHANGESTOTHEOLDWAYSOFDOINGBUSINESSINTHEPROCESSOFEXPLORINGTHEBASICDIFFERENCESBETWEENMANAGEMENTAPPROACHESANDAPPLYINGAHOSTOFNEWMETHODSANDTECHNIQUES,MANYFIRMSHAVEBEENREDEFININGTHEVERYNATUREOFTHEIRBUSINESSESPATTERSONANDHARMEL,1992WHITFIELDANDSZETO,1997OVERTHEPASTDECA
10、DETWOMAINMETHODSFORIMPLEMENTINGORGANIZATIONCHANGEWORLDWIDEAREWIDELYKNOWNASTOTALQUALITYMANAGEMENTTQMANDBUSINESSPROCESSREENGINEERINGBPRBPRDIFFERSFROMTQMINTWOIMPORTANTRESPECTSFIRST,WHILETQMISFOCUSEDONCONTINUOUSIMPROVEMENT,ANINCREMENTALPERFORMANCEIMPROVEMENTAPPROACH,REENGINEERINGWASFOUNDEDONTHEPREMISETH
11、ATSIGNIFICANTCORPORATEPERFORMANCEIMPROVEMENTREQUIRESDISCONTINUOUSIMPROVEMENTBREAKINGAWAYFROMTHEOUTDATEDRULESANDFUNDAMENTALASSUMPTIONSTHATUNDERLIEOPERATIONSWITHBPR,RATHERTHANSIMPLYELIMINATINGSTEPSORTASKSINAPROCESS,THEVALUEOFTHEWHOLEPROCESSITSELFISQUESTIONEDGOTLIEB,1993INCONFORMANCEWITHTQMPRINCIPLES,T
12、HEFOCUSOFCHANGEISALSOMARKETDRIVENGUIMARAESANDBOND,1996SECOND,REENGINEERINGMAKESASIGNIFICANTBREAKWITHPREVIOUSPERFORMANCEIMPROVEMENTAPPROACHESBYREQUIRINGAHIGHLEVELOFSTATEOFTHEARTINFORMATIONTECHNOLOGYAWARENESSAMONGTHEENTIREREENGINEERINGTEAMPRIORTO,RATHERTHANAFTER,THEDEFINITIONOFPROCESSCHANGESORIMPROVEM
13、ENTSCYPRESS,1994SOMETECHNOLOGIESIEIMAGINGSYSTEMSANDEXPERTSYSTEMSCANPROVIDESUBSTANTIALOPPORTUNITIESFORTHEREDESIGNOFBUSINESSPROCESSESGUIMARAES,1993GUIMARAES,ETAL,1998REGARDLESSOFTHECHANGEMETHODOLOGYBEINGEMPLOYEDIEBPRORTQMTHEFACTORSIMPORTANTTOINNOVATIONSUCCESSORFAILUREAREMANY,BUTMOSTAUTHORSWOULDAGREETH
14、ATSTRATEGICAWARENESSORCOMPETITIVEINTELLIGENCEISANIMPORTANTPREREQUISITEFORSUCCESSTHISISDEEMEDPARTICULARLYIMPORTANTINHIGHLYCOMPETITIVEINDUSTRIESLUECALANDDAHL,1995CARTWRIGHTETAL,1995COMPETITIVEINTELLIGENCECIISTHEPROCESSBYWHICHORGANIZATIONSGATHERANDUSEINFORMATIONABOUTPRODUCTS,CUSTOMERS,ANDCOMPETITORS,FO
15、RTHEIRSHORTANDLONGTERMSTRATEGICPLANNINGETTORRE,1995ITISTHEFIRSTSTEPGUIDINGTHEPLANNINGANDREDESIGNOFPROCESSES,PRODUCTS,ANDORGANIZATIONSTRUCTUREWITHOUTTHISSTRATEGICVISION,BUSINESSCHANGESWILLBECONDUCTEDINHAPHAZARDFASHIONANDARELESSLIKELYTOPRODUCESIGNIFICANTRESULTSTOIMPLEMENTTHEIRSTRATEGICVISION,TAKEADVAN
16、TAGEOFSTRATEGICOPPORTUNITIESANDADDRESSPROBLEMS,COMPANIESHAVETOIMPLEMENTCHANGESTOTHEIRBUSINESSPROCESSES,PRODUCTS,AND/ORTOTHEORGANIZATIONITSELFTHEVOLUMINOUSBODYOFLITERATUREONTHEMANAGEMENTOFCHANGE,INCLUDINGSUBAREASSUCHASBPR,ANDTQM,IMPLICITLYOREXPLICITLYPROPOSETHATCOMPANYSTRATEGICINTELLIGENCEISAPREREQUI
17、SITEFORCHANGE,ANDTHATEFFECTIVEINFORMATIONSYSTEMSISSUPPORTISACRITICALREQUIREMENTFORIMPLEMENTINGCHANGEWHILETHESETWOHYPOTHESESAREEXCEEDINGLYIMPORTANT,THEEXISTINGLITERATURECONTAINSLITTLEEMPIRICALEVIDENCESUPPORTINGTHEMMOSTLYSUPERFICIALANALYSESANDPERSONALOPINIONSHAVEBEENPUBLISHEDINTHISBASICAREATHISFIELDTE
18、STWASUNDERTAKENTOADDRESSTHEQUESTIONSOFHOWEFFECTIVELYSMALLBUSINESSORGANIZATIONSAREIDENTIFYINGSTRATEGICPROBLEMSANDOPPORTUNITIES,HOWEFFECTIVELYTHEYIMPLEMENTBUSINESSCHANGESANDUSEISTECHNOLOGYTODOSO,ANDTOEMPIRICALLYTESTTHERELATIONSHIPSBETWEENTHESECONSTRUCTSTHEORETICALBACKGROUNDANDPROPOSEDHYPOTHESESIMPLEME
19、NTINGBUSINESSCHANGETHEDEPENDENTVARIABLEINTHISCASEISTHEDEGREEOFCOMPANYEFFECTIVENESSINIMPLEMENTINGBUSINESSCHANGETOPROSPERTODAY,SMALLBUSINESSMUSTBEPREPAREDTOLIVEWITHCONSTANTCHANGEBUSS,1996HOLZINGER,1995BONVILLIAN,1996INITIATIVESSUCHASTQMANDBPRANDOTHERSREQUIREASIGNIFICANTCHANGETOTHEPOLICIESANDPROCEDURES
20、USEDBYFIRMSITISOBVIOUSTHATTOTAKEADVANTAGEOFSTRATEGICOPPORTUNITIESANDADDRESSPROBLEMS,COMPANIESHAVETOIMPLEMENTCHANGESTOTHEIRBUSINESSPROCESSES,PRODUCTS,AND/ORTOTHEORGANIZATIONITSELFTHEIRABILITYTOEFFECTIVELYIMPLEMENTTHESECHANGESHASADRAMATICIMPACTONTHEOVERALLSUCCESSOFTHEINITIATIVECOMPANYCOMPETITIVEINTELL
21、IGENCEMANAGERSAREINCREASINGLYRECOGNIZINGTHEIMPORTANCEOFCOMPETITIVEINTELLIGENCEANDKNOWLEDGEASAKEYASSETDARLING,1996WHILEMUCHOFTHENECESSARYOPERATIONALKNOWLEDGE,PERHAPSASMUCHAS75PERCENT,ISALREADYWITHINTHECOMPANYINTHEEMPLOYEESMINDSSAWKA,1996,WITHTHEINCREASEINBUSINESSCOMPETITIONCOMPANYSURVIVALANDSUCCESSIS
22、NOWDETERMINEDBYITSRATEOFLEARNINGIFITISFASTERTHANEXTERNALCHANGES,THEORGANIZATIONWILLEXPERIENCELONGTERMSUCCESSDARLING,1996IRONICALLY,EVENTHOUGHASMUCHAS68PERCENTOFUSCOMPANIESHAVEANORGANIZEDAPPROACHTOPROVIDINGINFORMATIONTODECISIONMAKERS,WESTERVELT,1996PROBABLYLESSTHAN10PERCENTOFAMERICANCORPORATIONSKNOWT
23、HEIRWAYAROUNDTHECIPROCESSANDEFFECTIVELYINTEGRATETHEINFORMATIONINTOTHEIRSTRATEGICPLANSETTORRE,1995THEANTECEDENTSANDCONSEQUENCESOFCOMPETITIVEINTELLIGENCEDISSEMINATIONHAVEBEENSTUDIEDBYMALTZANDKOHLI1996COMPETITORANALYSISCAWASPROPOSEDBYGHOSHALANDWESTNEY1991,ANDAPPROACHESUSEFULFORCOMPANIESTOCOLLECTINFORMA
24、TIONFROMCOMPETITORSWEREADDRESSEDBYHEILANDROBERTSON1991THEIMPORTANCEOFORGANIZATIONINTELLIGENCETOFINANCIALPERFORMANCEHASALSOBEENDEMONSTRATEDCOMPANIESWITHWELLESTABLISHEDCIPROGRAMSONTHEAVERAGESHOWEDEARNINGSPERSHAREOF124,COMPAREDTOTHOSEWITHOUTCIPROGRAMSWHICHLOST7CENTSKING,1997THELITERATURECONTAINSMANYEXA
25、MPLESOFBENEFITSTHATCANBEDERIVEDFROMCIAMONGTHESEAREIMPROVEDCOMPETITIVEEDGEMCCUNE,1996SAWKA,1996WESTERVELT,1996ANDIMPROVEDOVERALLCOMPANYPERFORMANCEBABBARANDRAI,1993,TWOESSENTIALCOMPANYGOALSTHATCANBEBROUGHTABOUTWITHEFFECTIVEAPPLICATIONOFCOMPETITIVEINTELLIGENCEMORESPECIFICBENEFITSOFCIINCLUDEUNCOVERINGBU
26、SINESSOPPORTUNITIESANDPROBLEMSTHATWILLENABLEPROACTIVESTRATEGIESELLIS,1993WESTERVELT,1996PROVIDINGTHEBASISFORCONTINUOUSIMPROVEMENTBABBARANDRAI,1993SHEDDINGLIGHTONCOMPETITORSTRATEGIESHARKLEROAD,1993WESTERVELT,1996IMPROVINGSPEEDTOMARKETSANDSUPPORTINGRAPIDGLOBALIZATIONBAATZ,1994ETTORRE,1995IMPROVINGTHEL
27、IKELIHOODOFCOMPANYSURVIVALWESTERVELT,1996INCREASINGBUSINESSVOLUMEDARLING,1996PROVIDINGBETTERCUSTOMERASSESSMENTDARLING,1996ANDAIDINGINTHEUNDERSTANDINGOFEXTERNALINFLUENCESSAWKA,1996BENEFITSSUCHASTHESEPROVIDETHEBASISFORFIRMSTOBETTERUNDERSTANDTHEPOTENTIALIMPACTOFTHEPROPOSEDCHANGESANDTHEMEANSBYWHICHTHEYC
28、ANBEINFUSEDINTOTHECOMPANYSFABRICBASEDONTHEABOVEDISCUSSION,WEPROPOSETHEFOLLOWINGHYPOTHESISH1COMPANYCIEFFECTIVENESSISDIRECTLYRELATEDTOEFFECTIVENESSIMPLEMENTINGBUSINESSCHANGEUSINGISTECHNOLOGYTOSUPPORTBUSINESSCHANGETHEEFFECTSOFISTECHNOLOGYONORGANIZATIONDESIGN,INTELLIGENCEANDDECISIONMAKINGHAVEBEENSTUDIED
29、BYHUBER1990ASBUSINESSCOMPETITIVENESSINCREASES,MANYSMALLBUSINESSORGANIZATIONSHAVEREACTEDTOEXPANDTHEVALUEOFTHEIRPRODUCTSANDSERVICESTOCUSTOMERSBYREDESIGNINGTHEIRBUSINESSPROCESSESTOINCREASEEFFICIENCY,DELIVERNEWPRODUCTSANDSERVICES,ANDIMPROVEQUALITYOFTHEIROFFERINGSDESPITETHECOSTANDRISKINVOLVED,THEREARESEV
30、ERALREASONSFORTHEINTRODUCTIONOFMAJORBUSINESSCHANGESSUCHASWHENINCREMENTALPROCESSIMPROVEMENTSHAVENOTMETEXPECTATIONS,WHENTHEREARELARGEGAPSBETWEENCURRENTANDTARGETLEVELOFCOMPANYPRODUCTIVITY/PERFORMANCE,ANDWHENTHEREISMAJORLOSSOFMARKETSHAREDUETOCUSTOMERDISSATISFACTIONANDPRODUCTS/SERVICESBECOMINGCOMMODITIES
31、TSANG,1993THELITERATUREABOUNDSWITHARTICLESRECOGNIZINGTHAT,INGENERAL,ISTECHNOLOGYCONTINUESTOPLAYANINCREASINGLYCRITICALSUPPORTINGROLEINBUSINESSCHANGESANINTERNATIONALDATACORPPOLLINDICATESTHENUMBEROFSMALLBUSINESSESTHATUSEPCSROSETO78PERCENTIN1997,UPFROM73PERCENTIN1996IDCTIEDTHERISETOLOWERPCPRICES,EASIERT
32、OUSESOFTWAREANDANEWCROPOFCOMPUTERLITERATEBUSINESSOWNERSINVESTORSBUSINESSDAILY,1998CONCURRENTLY,THEDRAMATICCHANGESTOORGANIZATIONSANDTHEPRESSINGNATUREOFMANYPROJECTSPROVIDEAUNIQUEOPPORTUNITYFORSTUDYINGTHEIMPACTOFINFORMATIONSYSTEMSONSMALLBUSINESSORGANIZATIONSMANYAUTHORSHAVEPROPOSEDTHEIMPORTANCEOFAWIDEVA
33、RIETYOFISTECHNOLOGIESTOSUPPORTSMALLBUSINESSINNOVATIONPANELDISCUSSION,1997MCCOLLUM,1996COMPUTERTELEPHONYINTEGRATIONHASBEENTOUTEDASAPOWERFULTOOLTOIMPROVETHERELATIONSHIPWITHCUSTOMERSMCCARTHY,1996LASKY,1997THEUSEOFISFORDATAMININGANDWAREHOUSINGISSEENASESSENTIALFORDECISIONSUPPORTSOFTWAREQUARTERLY,1995FRIE
34、DENBERGANDRICE1994ANDGUIMARAESETAL1998HAVEPROPOSEDEXPERTSYSTEMSASVIABLEIMPLEMENTATIONVEHICLESFORBUSINESSCHANGEBECAUSETHEYAREEFFECTIVEINCAPTURINGANDDISTRIBUTINGKNOWLEDGEANDKNOWLEDGEPROCESSINGCAPABILITYACROSSANORGANIZATIONTHELISTOFISTECHNOLOGIESAVAILABLETOSUPPORTTHENECESSARYBUSINESSCHANGESISENDLESSDSS
35、,GROUPDSS,EDI,CLIENTSERVERSYSTEMS,IMAGINGSYSTEMS,THEINTERNET,ANDINTRANETSWITHOUTEFFECTIVEISSUPPORT,THECHANGEIMPLEMENTATIONPROCESSESWOULDBESEVERELYHINDEREDANDINMANYCASESRENDEREDIMPOSSIBLEBASEDONTHEABOVEDISCUSSIONASECONDHYPOTHESISISPROPOSEDH2ISSUPPORTEFFECTIVENESSISDIRECTLYRELATEDTOEFFECTIVENESSIMPLEM
36、ENTINGBUSINESSCHANGEWHILETHEIMPORTANCEOFISSUPPORTFOREFFECTIVEBUSINESSCHANGEHASBEENTOUTEDWIDELYINTHELITERATURE,ANOTHERMAJOROBJECTIVEOFTHISSTUDYISTOEXPLORETHELIKELYMODERATINGEFFECTOFISSUPPORTEFFECTIVENESSONTHECOMPANYSABILITYTOTRANSLATEITSMARKETAWARENESSEFFECTIVENESSINIDENTIFYINGBUSINESSPROBLEMSANDOPPO
37、RTUNITIESINTOEFFECTIVEBUSINESSCHANGEINOTHERWORDS,WHILEEFFECTIVECOMPETITIVEINTELLIGENCEISESSENTIALFOREFFECTIVEBUSINESSIMPROVEMENTS,THEINCREASEDDEPENDENCEONISFORIMPLEMENTINGTHENECESSARYCHANGESREQUIRESEFFECTIVEISSUPPORTLESTTHESTRATEGICOPPORTUNITIESBEMISSEDORPOORLYADDRESSEDBASEDONTHEABOVEDISCUSSIONATHIR
38、DANDFINALHYPOTHESISISPROPOSEDH3ISDEPARTMENTSUPPORTEFFECTIVENESSMODERATESTHEDIRECTRELATIONSHIPBETWEENCOMPANYCIEFFECTIVENESSANDEFFECTIVENESSIMPLEMENTINGBUSINESSCHANGERESEARCHMETHODOLOGYDATACOLLECTIONPROCEDUREINTHISCASE,ASMALLBUSINESSISDEFINEDASONEWHICHEMPLOYS100PEOPLEORLESS,ANDEARNSUPTO50MILLIONINGROS
39、SREVENUESTHISFIELDTESTUSEDAQUESTIONNAIRETOCOLLECTTHERELEVANTDATAFROMACONVENIENCESAMPLEOFTOPMANAGERSFROM43SMALLORGANIZATIONSINTHESOUTHEASTUNITEDSTATESWHILETHEQUESTIONNAIREHADACOVERLETTERDESCRIBINGTHEPURPOSEOFTHESTUDYANDPROVIDINGINSTRUCTIONSFORTHERESPONDENTS,THEDATAWASCOLLECTEDMOSTLYTHROUGHPERSONALINT
40、ERVIEWSWITHTHEMANAGERSTHEQUESTIONNAIREWASDEVELOPEDBASEDONASURVEYOFTHELITERATUREANDITWASTESTEDFORREADABILITYANDCONTENTRELEVANCYANDCOMPLETENESSINRELATIONTOTHESTUDYOBJECTIVESTHISTESTINGWASCONDUCTEDTHROUGHSEVERALMEETINGSANDPHONECONVERSATIONSWITHMANAGERSANDEMPLOYEESTHESEMANAGERSAREKNOWNPERSONALLYTOTHERES
41、EARCHERSANDHAVEEXPRESSEDTHEIRPERSONALOPINIONSABOUTTHEIRCOMPANIESPROCESSESANDACTIVITIESFORIDENTIFYINGSTRATEGICPROBLEMSANDOPPORTUNITIES,BUSINESSCHANGES,ANDISSUPPORTTOBUSINESSACTIVITIES竞争情报和IS支持对改变小型企业组织机构的影响作者TORGUIMARAES，美国田纳西州COOKEVILLE，田纳西技术大学杰出人才主席关键词竞争策略、信息系统、战略管理、组织变革,小公司摘要文献包括业务流程再造BPR、全面质量管理TQ
42、M和产品改良的子区域的变化管理的大量正文隐式或显式建议公司战略情报是变化的一个前提条件，并且这种有效的信息系统IS支持是实施变革的关键要求。虽然这两个假设是极为重要的，当现有文学不包含支持他们的实证证据。如何有效地确定小商业机构战略问题和机遇，他们如何有效地实现业务的变化，并且这样做使用的是IS技术，一个测试它们之间的关系的现场试验进行了。尽管只有相对较小的样本，但结果还是为IS支持和竞争情报对小型企业组织有效实施更改的重要性提供了明确的证据。用来测量主要构造的项目为管理人员应如何获取竞争情报和IS管理技术来有效地支持业务改进提供了进一步见解。简介小商业机构已经广泛视为就业和经济发展的一个重要
43、来源。可是最近,小企业组织和企业家被大型组织所拥有的运行链辗过和受政治家和监管机构的阻碍，已经被推到濒危的物种列表中（KURTZ，1996年；REILAND，1997年）。一些小企业的在创新产品和服务、业务流程和组织方面予以反击（WHITFIELDANDSZETO，1997年；MCWILLIAMS，1995年；MOLDONADO，1996年；HOLZINGER，1995年；BUSS，1996年。越来越多的业务全球化和自由贸易造成更大的竞争，世界各地的许多公司都争先恐后地减少新产品开发时间（MURMANN，1994年；福斯，1994年和重新设计其业务流程吉马良斯和债券，1996年。业务创新的重要
44、性对大多数的管理人员来说已变得很明显了；但是，成功实施所需的更改远未保证，同时许多组织报告很令人失望的结果，即由所做的更改而引起的成本和风暴。另外一方面商业机构已经从广泛更改旧的做生意的方式中获得极大的利益。在探索管理方法和应用新的方法和技术之间的基本差异的过程中，许多公司有已重新定义其业务的性质（帕特森和HARMEL，1992；威菲和司徒，1997年）。在过去十年，在全球范围内实施组织变革的两个主要方法广泛被称为全面质量管理TQM和业务流程再造BPR。业务流程再造在两个重要方面不同于全面质量管理。首先，虽然全面质量管理的重点是精益求，一个增量性能改进方法，再造的成立是在显著的企业性能改进需要
45、不断摆脱过时的规则和基础操作的前提下。而业务流程再造，不仅仅消除步骤或过程中的任务，整个过程本身的价值也是令人质疑1993年，GOTLIEB）。与全面质量管理的原则一致，更改的重点也是由市场主导吉马良斯和债券，1996年。第二，与以前的性能改进方法相比，再造以要求整个再造团队都有高水平的先进的信息技术的意识，在过程更改或改进（1994年柏）的定义之前而不是之后，从而有了重大突破。一些技术（即成像系统和专家系统）可以为业务流程的重新设计提供大量的机会（吉马良斯，1993；吉马良斯等人，1998年。尽管变化方法论被录用如下BPR或TQM,创新的成功或失败的因素有很多,但大多数作者认为战略意识或竞争
46、情报是成功的一个重要的先决条件。这个被看成是特别重要的在当今竞争激烈的行业LUECAL和DAHL,1995CARTWRIGHT,1995等。竞争情报CI是指组织收集和使用有关客户以及竞争对手的信息,用于他们的短期和长期的策略规划ETTORRE,1995。这是设计、产品、和组织结构的指导规划的第一步。没有这个战略眼光,业务变化将会在偶然的时尚中操作而不太可能产生明显的效果。为了实施它们的战略眼光,利用战略机遇和处理问题,公司不得不对他们的业务流程、产品和/或组织本身实施改变。大量的管理改变方面的文献,包括SUBAREAS诸如BPR,TQM、或隐或显的公司战略情报的建议是变化的一个先决条件,以及有
47、效的信息系统是支持是实施变化的关键必要条件。虽然这些两种假设是非常重要的,现有文献只有少量实证性证据支持他们。主要是肤浅的分析和个人的意见已发表在这个基本的区域。这一领域测试已经进行了来解决小型商业组织是如何有效地识别战略问题及机遇,如何才能有效地执行业务变化和使用IS技术,和检验这些操作之间的关系的这个问题。理论背景和拟议的假设实施业务变化在这种情况下，该变量是公司在有效地执行业务变化的程度。蓬勃发展的今天,小型企业必须适应不断变化巴斯,1996HOLZINGER,2000BONVILLIAN,1996。如TQM和BPR和其他倡议公司所使用的政策和程序需要一个重大改变。很明显,充为分利用战略
48、机遇和处理问题,公司要实施他们的业务流程、产品，和/或组织本身的改变。他们能够有效执行这些更改倡议对整体成功有显著的影响公司竞争情报管理越来越意识到竞争情报和知识作为一项重要的资产的重要性DARLING,1996。同时大多数必要的业务知识,可能多达75,已经在公司内部员工的思想中SAWKA,1996,随着商业竞争企业的增加，生存和成功现在决定于他们的学习速度。如果学习的速度高于外在的变化的速度,组织将遇到长期成功DARLING,1996。讽刺的是,尽管高达68的美国公司有特定的方法给决策者提供信息,WESTERVELT,1996,大约低于10的美国企业知道竞争情报的过程及有效地将信息集成到其战
49、略计划”ETTORRE,1995。竞争情报传播的前身和后果曾由MALTZ和KOHLI研究1996。竞争对手分析CA由WESTNEY提出了1991,并用于公司从竞争对手那里收集信息的方法已经由HEIL和ROBERTSON解决了1991。也证明组织情报对于财务业绩的重要性。建立了CI项目的公司获得了平均显示每股收益124美元，相比那些没有CI项目损失了7美分的收益KING,1997。文献包含许多从CI中获益的例子，其中包括改进的竞争优势MCCUNE,1996SAWKA,1996WESTERVELT,1996和提高公司整体业绩BABBAR和RAID,1993,可以通过有效地应用竞争情报来达到者两个重要的公司目标。更具体的CI的好处包括揭开使预防性战略可行的商业机会和存在的问题ELLIS,1993WESTERVELT,1996；为持续改进提供基础（BABBAR和RAI,1993,阐明竞争对手战略HARKLEROAD,1993WESTERVELT,1996；提高市场的速度和支持快速全球化BAATZ,1994；ETTORRE,1995提高企业生存的可能性WESTERVELT1996；增加业务量DARLING1996；提供更好的客户评价（DARLING,1996；促进对外部影响的认识SAWKA,1996。获得的好处,如为公司更好地理解拟议的更改和手段提供基础,以此他们可以注入到公司的
