Measuring The Impact Of Strategic Vigilance in Strategic

Intelligence

Analytical study of the views of a sample of workers in

AL - FURAT general company for Chemical Industries

: Presented by
Professor / Akram AL - Yasiri
Abeer Mohammed
Riyadh Hussein

1
ABSTRACT

This research addressed the role which play strategic vigilance in strategic Intelligence , The
rapidly development in economical , political ,technological and etc , imposes on business
organizations makes several of continuous changes both in organizational structure and
business activities, for achieve the necessary sustainability and rapidly respond to all newest
things . The problem's research expressed in questions about range of effect strategic
vigilance and it's dimensions in strategic Intelligence within simple from employees in Al -
Furat General Company for Chemical Industries , The research aims to achieve some of goals
according to the main and sub hypothesis , and used questionnaire to collect data and
information about this simple , which distributed on simple formulate in  200  persons
included staff  employee , division manager and department manager who works in this
company, and for process this data used several statistical methods and represented by a
factor of linear correlation of pearson  pearson correlation  as well as linear
regression .
The statistical methods shown a number of results from the most prominent is having a
significant effect between strategic vigilance and strategic Intelligence . In the light of
discussion the results showed the big importance to strategic vigilance and strategic
Intelligence concepts, This will need more care from the company in strategic vigilance
because it's effect in strategic Intelligence.

The first topic : Research Methodology

Research problem - 1
Strategic vigilance and strategic intelligence is an important issue for any modern organization
that seeks to keep up with the dynamic developments in the business sector in which it
: operates. The research problem is reflected in the following questions
A - Does the company investigated realize the importance of strategic vigilance in achieving
strategic intelligence under the rapidly changing environmental conditions that sustainably
? adapt to
?B - Is there an impact of strategic vigilance on the organization's strategic intelligence
C - Does the company take into consideration the suggestions and ideas of its staff when
?conducting the strategic vigilance process
Research importance - 2
In light of the economic, technological, political and other developments that have imposed on
the organizations in general the method of change to adapt to the environment in which they
operate in order to serve their objectives, we find that this change is an integrated system of
internal and external information management by the company. To raise the interest of the
organizations in general and the Organization in particular, in addressing such issues, which
. contribute to increasing their capacity and strengthen their competitive position in the future

2
Research objectives - 3
In light of the problem of research and its importance, the main objective of this research is to
identify the role played by strategic vigilance in achieving the strategic intelligence of the
: company investigated, and this is reflected through the following sub-goals
A - Building a cognitive framework for the subject of strategic vigilance and strategic
intelligence of the company by following the theoretical paths of specialized literature, and
then presenting a conceptual framework describing the explanatory directions of these subjects
B - Determine the impact of strategic vigilance in achieving the strategic intelligence of the
.investigated company
C - Attempting to design and construct a detailed research plan and test it in light of the
. indicators and dimensions of the main and sub-research variables
D - Provide a range of suggestions and recommendations to the company investigated and
similar organizations about the extent to which strategic vigilance contributes to the
. achievement of strategic intelligence

Virtual search scheme - 4

In the light of the research problem and the objectives of research within its theoretical and
applied framework, a virtual scheme was designed to express the logical relations between the
.variables of search as in Figure 1. This diagram refers to two types of variables

Business Intelligence Marketing vigilance

strategic intelligence strategic vigilance

Competitive vigilance
Competitive vigilance
Competitive intelligence
Surrounding vigilance
knowledge management
Technological vigilance

Effect

Figure (1)
Virtual search scheme
3
Search hypothesis - 5
In order to achieve the objectives of the research and test its hypothesis, the research was
based on the main hypothesis ( that there is a significant effect of strategic vigilance in the
: strategic intelligence of the company. The following sub-assumptions
A - There is a significant significance of marketing vigilance ( X1 ) in strategic intelligence
(Y)
B - There is a significant effect of competitive vigilance ( X2 ) on strategic intelligence ( Y )
C - There is a significant effect of surrounding vigilance ( X3 ) on strategic intelligence ( Y )
D - There is a significant effect of technological vigilance ( X4 ) on strategic intelligence ( Y )

Search boundaries - 6
A - Spatial boundaries: The spatial boundaries of the research are a sample of employees,
devision managers and department managers working in the Al - Furat General Company for
Chemical Industries
C - Time boundaries : The time boundaries of the research are extended for the period from
13/11/2017 to 17/12/2017

Research tools – 7
In order for this research to achieve its objectives, the data and information collection process
: was adopted on the questionnaire and included the following topics as shown in Table ( 1 )
Table ( 1 )
Questionnaire topics

The first variables Number of

section paragraphs

Information Gender, age group, academic qualification, current

for administrative position, years of service in the 6
respondents organization, number of training courses involved
sum 6
The second variables Number of
section paragraphs

First: marketing vigilance , competitive vigilance , 10

strategic surrounding vigilance , technological vigilance
vigilance
Sum 10
Second : Business Intelligence , Competitive intelligence ,
strategic knowledge management
intelligence
4
 sum 6
Total sum 22

Source : Prepared by the researchers

Distribution of the questionnaire - 8

Table ( 2 ) indicates the number of questionnaires distributed and retrieved by the respondents,
as the number of questionnaires ( 200 ) , and the number of questionnaires ( 200 ) , which
. means that the response rate was ( 100% )

Table ( 2 )
Number of distributed and retrieved Questionnaires
Research Community Sample size Questionnaire

distributed retrieved response rate

Health Directorate of the 30 200 200 100%
holy province of Karbala
sum 200 200 100%
Source : Prepared by the researchers

Methods of statistical analysis used in research - 9

In order to test the hypothesis of the research, a number of statistical methods were used, as
well as the use of the social statistical program called SPSS20 FOR WINDOWS. The
statistical methods used are  frequencies and percentages, simple regression coefficient
. simple regression coefficient , R2 identification factor , f – test
The second topic / Theoretical side
Introduction
Organizations in our modern world need new business values , Ways of thinking, new
standards and behavior patterns Which in turn can lead or promote new practices and ways of
working in line with the external and internal environment constantly changing. When the
signs of change and development emerge, it turns into a challenge because the organization
itself or its members resist this change because of organizational or individual reasons that
prevent them from accepting it.
First : strategic vigilance
definition of strategic vigilance - 1
Strategic vigilance is not just a limited act of simple observation of the environment, it is a
voluntary act. It works continuously and seeks to anticipate in a timely fashion .
: There are several definitions to Strategic vigilance

5
- Strategic vigilance is an ongoing process of information management and decision support
for the development and sustainability of the institution. (Gujil , 2012 : 56 ) .
- Strategic vigilance has been defined as an organized process that includes research, analysis
and the appropriate selection of information that enables the organization to obtain
competitive advantages (Faltah, 2013 : 32 ) .
- The vigilance of the institution towards its changing world may also be a reflection of the
institution's sensitivity to it (Boubaya, 2014 : 78)
: Types of Strategic vigilance - 2
The types of strategic alertness are divided according to the field of target activity. There
are four major types of strategic vigilance: business vigilance, competitive vigilance,
technological vigilance and surrounding vigilance, which are discussed below ( M. AKLI ,
2008 : 47 )
: A - Business Vigilance
The research, processing and dissemination of information related to the market of the
institution, and allows to identify new markets, and propose new products to the customers
. of the institution
: B - Competitive Vigilance
research, processing, and dissemination of information related to the organization's
competitor, It is the control of direct and indirect competitors, both current and potential.
This vigilance enables the determination of the business direction and the identification of
. the most threatening competitors
: C - Technological Vigilance
Technological vigilance is a systematic and disciplined effort by the organization to
monitor, receive, analyze, publish and retrieve accurate information about certain events in
economic, technological, social or commercial information that is important because it can
involve an opportunity or threat (Dan SĂVESCU, 2014 : 58)
: D - Surrounding Vigilance
Is the process of research, collection and processing of information related to the macro
. environment of the institution, law , political, and social developments
Second : Strategic Intelligence
definition of Strategic Intelligence - 1
Strategic intelligence is an operational tool used by organizations that seek to maximize
performance by adapting to the nature of changes in the business environment ( Keikha and
Hadadi , 2016 : 264 ) . Strategic intelligence is a revolution in modern thinking and adaptation
practiced by organizations to ensure the acquisition of opportunities to survive, grow and
develop performance. It is the most important concept that deals with the expected strategic
change and response to any position that can sustain the organization ( ALzuabi , 2016 :
6
233 ) . Strategic intelligence is a means of creating capacities for the systematic collection of
information, which in turn will support strategic decision-making within organizations
( Maccoby , 2014 : 4 )
: The dimensions of strategic intelligence - 2
Strategic intelligence includes three dimensions (business intelligence, competitive
intelligence, and knowledge management) that will be addressed below (Keikha and Hadadi,
. 2016: 264-265 )
: A - Business Intelligence
Business Intelligence refers to business management used to describe applications and
technology in the collection, presentation, access and analysis of data in order to assist the
organization and to achieve the best decisions in the field of business
: B - Competitive Intelligence
Competitive intelligence is a systematic process to gain information from competitors and to
explore that information in order to facilitate organizational learning, development and
. monopolization in achieving industry, market and customer goals
: C - Knowledge Management
Knowledge management is an integrative and systematic approach aimed at identifying,
managing and sharing all intellectual assets, including databases, documents, policies and
. experiences in the minds of individuals

The Third Section

This section deals with the measurement of the effect of strategic vigilance in strategic
intelligence, which is included in the main hypothesis that ( there is significant relationship of
strategic vigilance in strategic intelligence ) .
The correlation matrix between the two research variables showed preliminary evidence of the
existence of significant correlation between the search variables. However, the correlation
needs to measure the level of effect between the two variables and between the independent
and the dependent variables. In order to test the main hypothesis and its subsidiary
assumptions, multiple regression analysis will be used. Table ( 3 ) shows the regression
analysis of the research hypothesis. This table includes non-standard beta values (B), the value
of the interpretation factor (R2), and the calculated ( F ) value.

Test the main hypothesis -

The second major hypothesis of the effect indicates that there is a significant effect between
strategic vigilance and strategic intelligence. The table ( 3 ) shows the results of the simple
linear regression. For the purpose of assessing the impact of strategic vigilance in strategic
. intelligence

Table ( 3 )
7
 Values the regression model for the variables of the study
)N = 200(
strategic vigilance F calculated R² β
strategic 510.503 0.71 0.85
intelligence
Source: Based on SPSS V.25

: As shown in Table ( 3 )

First: The value of (F) calculated for the estimated model reached (510.503) at the level of
significance (0.01). Therefore, the hypothesis is accepted. This means that there is a
statistically significant effect of strategic vigilance in strategic intelligence and with
. confidence (99% )

Second: - It is clear from the value of the coefficient of determination (R 2) of (0.71) it is clear
that strategic vigilance is able to explain (71%) of changes in the strategic intelligence in the
sample research. The percentage (29%) is due to the contribution of other variables not
. included in the research model

Third: - It is evident through the value of the marginal slope coefficient (β) of (0.85).
Increasing the levels of strategic vigilance by one unit of standard deviations will increase the
. strategic intelligence by 85% of one standard deviation unit if the hypothesis is accepted

: It is the main hypothesis and the following sub-assumptions emerge

The first sub-hypothesis: - There is a relationship of significant impact to the dimension of

marketing vigilance in strategic intelligence. The results of the table ( 4 ) show the
: following

Table ( 4 )
Values the regression model for the marketing vigilance and strategic intelligence
)N = 200(
marketing vigilance R² β
strategic
72. 0 0.84
intelligence
Source: Based on SPSS V.25
First: - It is clear through the value of the coefficient of determination (R 2) of (0.72) that the
marketing vigilance is able to explain the percentage (72%) of changes in the variable
strategic intelligence. The percentage (28%) is due to the contribution of other variables not
. included in the research model

8
Second: It is determined by the value of the marginal slope coefficient (β) of 0.84. An
increase in marketing vigilance by one unit of standard deviations will increase the strategic
intelligence by (84%) of one standard deviation unit and since the relation of the effect was
. significant, accept the hypothesis

The second sub-hypothesis: - There is a significant Impact between the competitive

vigilance and the strategic intelligence in the research sample. The results of the table ( 5 )
: show the following

Table ( 5 )
Values the regression model for the competitive vigilance and strategic intelligence
)N = 200(
competitive vigilance R² β
strategic
32. 0 0.57
intelligence
Source: Based on SPSS V.25
First: - The value of the coefficient of determination (R2) reached (0.32). That the
competitive vigilance, 32% of the changes in strategic intelligence are explained. And the rest
. (68%) contributed by other variables not included in the model
Second: The value of the marginal inclination coefficient (β) (0.57). In other words, the
increase in the degree of competitive vigilance by one unit of standard deviation will increase
the strategic intelligence by (57%) from one standard deviation unit and since the relation of
. the effect is significant, accept the hypothesis
The third sub-hypothesis: - There is a relationship of significant Impact for the dimension of
surrounding vigilance and strategic intelligence in the research sample, The results of Table
: ( 6 ) show the following
Table ( 6 )
Values the regression model for the surrounding vigilance and strategic intelligenc
)N = 200(
surrounding vigilance R² β
strategic
10. 0 0.32
intelligence
Source: Based on SPSS V.25
First: - The value of the coefficient of determination (R2) reached (0.10), that is, the
surrounding vigilance explains the percentage (10%) of the changes in strategic intelligence.
. The remainder is contributed by other variables not included in the model
Second: The value of the marginal slope coefficient (β) (0.32). In other words, the increase in
surrounding vigilance by one unit of standard deviations will increase the strategic intelligence
9
by (32%) of the unit of standard deviation and since the relation of the effect was significant ,
. it accepts the hypothesis
The fourth sub-hypothesis: - There is a significant effect relationship of technological
vigilance and strategic intelligence in the research sample . The results of Table ( 7 ) show the
: following
Table ( 7 )
Values the regression model for the technological vigilance and strategic intelligence
)N = 200(
technological vigilance R² β
strategic intelligence
53. 0 0.73
Source: Based on SPSS V.25
First: - The value of the coefficient of determination (²R) (0.53) means that technological
vigilance explains positively (53%) of changes in strategic intelligence. This indicates a
positive reflection of the technological vigilance processes carried out by the management of
. the company in its work environment from the point of view of the surveyed sample

Secondly, the value of the beta coefficient (0.73) indicates that any change of one unit
technological vigilance leads to a change of (73%) in strategic intelligence. This is a positive
indicator. The higher the level of technological vigilance in the company , Increased level of
. strategic intelligence

The fourth section

Conclusions and recommendations
In this section, the conclusions will be presented in the light of the theoretical and practical
procedures conducted by the researchers in the previous research paragraphs, and then submit
the proposed recommendations to the organization, especially the research sample and other
. similar organizations
First: Conclusions
: This paragraph addresses the most important conclusions reached as follows
The statistical results to describe the responses of the sample of the study on strategic - 1
vigilance showed that the investigated organization gives great attention to this variable
because it has a big role in influencing the effectiveness of strategic intelligence programs ,
: This has been demonstrated by what follows
A - Clear interest in marketing vigilance through which the organization has the real
opportunity to know about the market conditions and what are the customers' ideas about the
. nature of the products

10
B - The obvious interest in competitive vigilance because of its great role in making the
necessary adjustments to the strategies of the organization to monitor the nature of the
. methods used by competitors and excel in the market
C - The clear interest in surrounding vigilance, which contributes to an increase in the
research, collection and processing of information on the organization's surroundings,
. allowing it to continuously renew its activities
D - The great emphasis on technological vigilance because it has an effective role in providing
complete and correct information on technological development in terms of its application,
. timing of introduction and level of objectives
The statistical results to describe the responses of the study sample on strategic - 2
intelligence showed that the investigated organization pays great attention to this variable as
an operational tool used to maximize performance , This has been demonstrated by what
: follows
A - Pay good attention to the Business Intelligence Index by describing applications and
technology in the collection and presentation of information to improve the decision-making
. process
B - Pay attention to the competitive intelligence index by actively seeking to gain systematic
information about competitors and explore them in order to facilitate the process of
. organizational learning
C - The organization's interest in the knowledge management index in the formulation of its
overall strategy through the exploitation and participation of all intellectual assets, including
. documents and databases to support internal and external knowledge
Second : Recommendations
In the light of the above conclusions, and the theoretical and practical frameworks of the
subject of the effect of strategic vigilance in achieving the strategic intelligence of the
organization, and the findings (theoretical and practical), we review the following set of
: recommendations to the organization sample study as well as some general recommendations
The organization's attention is focused on the issue of strategic intelligence because of its - 1
great role in increasing its competitiveness through the introduction of standards, new patterns
. of behavior and ways of working to cope with the rapid change in the external environment
The need to pay attention to the development of plans and strategies that will deal with - 2
high professionalism with strategic vigilance and research in the mechanisms of information
. management in order to support organizational decisions
The selection of employees to accomplish the tasks commensurate with their abilities and - 3
their scientific and practical qualifications with emphasis on providing material and moral
. support and participation in decision-making
The best exploitation of all the ideas and skills provided by working individuals and their - 4
attempt to be reflected in the organization's culture, processes and activities in order to achieve
. the desired organizational change
11
The organization adopts the strategy of outstanding performance and work on the - 5
discovery of opportunities and exploitation of professionalism with the commitment to
. provide high-quality outputs to a wide range of customers

SOURCES
1 – Al-Zu’bi , Hasan Ali (Aspects of Strategic Intelligence and its Role in Achieving
Organizational Agility: An Empirical Investigation ) ,
International Journal of Academic Research in Business and Social Sciences, Vol. 6, No. 4 ,
2016
2- Aaker, D.A., V. kumar, G.S. Day and R. Leone, ( A decision making perspective on
marketing intelligence, in marketing research) , 10th Edn., United Kingdom: John Wiley &
Sons Ltd , 2009
3 - Coyne, J. and P. Bell,. ( The role of strategic intelligence in anticipating transnational
organised crime) , A literary review. Science Direct, 2011
4 - Cavalcanti, E.P( The relationship between business intelligence and business success) ,
Journal of Competitive Intelligence and Management , 2005
5- Esmaeili , Mahmoud Reza ( A STUDY ON THE EFFECT OF THE STRATEGIC
INTELLIGENCE ON DECISION MAKING AND STRATEGIC PLANNING ) ,
International Journal of Asian Social Science, 2014
6 - Gabber, H. ( Competitive intelligence topology analyze for improved plan operation) ,
Industrial Management and Data Systems 2007
7 – keikha , Abbas and hadadi , Ebrahim ( Investigating effects of Strategic Intelligence of
Managers on the performance of employees (Case Study: Private Banks in city of Zahedan) ,
International Journal of Scientific & Engineering Research, Volume 7, Issue 3, March-2016
8 - Kuosa, T. ( Different approaches of pattern management and strategic intelligence) .
Science Direct, 2011
9 - Maymand , Mohammad Mahmoudi , Shayan , Ali and Kashani , Masoumeh (THE
EFFECT OF STRATEGIC INTELLIGENCE ON THE ORGANIZATIONAL CITIZENSHIP
BEHAVIOR OF THE EMPLOYEES OF OFFICE OF ECONOMIC AND FINANCIAL
AFFAIRS OF HORMOZGAN PROVINCE ) , I J A B E R, Vol. 13, No. 6 (2015)
10 - Maccoby, M. PhD, Tim Scudder, CPA, March article in Performance Improvement called
"Strategic Intelligence: A Conceptual System of Leadership for Change") , 2014
11 – Salih , Ahmad Ali and Abdulrahman , Manal (THE ROLE OF STRATEGIC
INTELLIGENCE IN THE DEVELOPMENT OF MANAGERS COMPETENCIES
PORTFOLIO A STUDY WITH REFERENCE JORDANIAN COMMERCIAL BANKS ) ,
International Journal of Economics, Commerce and Management , United Kingdom Vol. III,
Issue 12, 2015
12 - Sabrina, B., B. Laïd and L.M. Jean,( Towards an information intelligence and knowledge
management process in the context of information technologies) , Journal of Organizational
Knowledge Management , 2012
M. AKLI, Veale strategies en enterprise : Communication, Governances et intelligence - 13
economic, Collogue International UFC 2008
14 - Balwinder Singh, Addl.Secretary, CVC , Vigilance as a Management Function –
Leveraging Technology .
12
15 - Sadok M, Autre, Apports différentiels de l’internet pour la veille anticipative :
Application au cas de réponse aux atteintes à la sécurité des réseaux d’entreprise, Actes du
colloque AIM 2003
16 - POSTED BY SATYENDRA ON MAY 8, 2014 IN MANAGEMENT
17 -Brizon & Wybo , Vigilance: a process contributing to the resilience of organizations ,
France .
18 - Dan SĂVESCU , Aspects Regarding the Competitive Strategy in Companies with
Technologic Vigilance , 2014 .
19 - Gujail Nour El Abidine, The role of strategic vigilance in rationalizing communication
between the institution and its surroundings, Master Thesis, Algeria, 2012.
20 Valtah, vigilance and its importance in strategic decision-making, doctoral thesis,
Algeria 2013.
21 Hassan Boubaya, The Effectiveness of Strategic Information Systems in Decision
Making and Competitiveness Support, PhD, Algeria, 2014.
22 Aziz, the relationship between strategic alertness and marketing culture and its impact
in the direction of marketing management, doctoral thesis, Iraq 2015 .
23 WWW.APPS.TERADATA.COM
24 - https://en.wikipedia.org/
25 - https://docs.google.com .

13