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Managing the Corporate Intelligence Function
Excerpt from Managing the Corporate Intelligence Function
Information is a principal source of power and recognition in organizations. To be effective, the intelligence unit requires information that are collected by managers in different parts of the organization. Managers, however, have no incentive for providing information to the unit since it does not offer any appropriable benefits. They prefer, instead, to pass information along their direct reporting hierarchy, in exchange for recognition, or to colleagues, through an informal system of barter. In other words, it is a classic problem of externality all managers like to have information from the intelligence unit but no one wants to contribute information to it.
Information is a principal source of power and recognition in organizations. To be effective, the intelligence unit requires information that are collected by managers in different parts of the organization. Managers, however, have no incentive for providing information to the unit since it does not offer any appropriable benefits. They prefer, instead, to pass information along their direct reporting hierarchy, in exchange for recognition, or to colleagues, through an informal system of barter. In other words, it is a classic problem of externality all managers like to have information from the intelligence unit but no one wants to contribute information to it.
36 pages, Paperback
First published August 5, 2015
2 people want to read
About the author
Sumantra Ghoshal
34 books6 followersan Indian scholar and educator who served as Professor of Strategic and International Management at the London Business School, and was the founding Dean of the Indian School of Business in Hyderabad.
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