| The problem. The purpose of the study was to investigate the strategic aspect of the strategic intelligence (SIF) function, develop a model of it, develop constructs for its measurement, and contribute to the knowledge of the SIF function.; Method. The study was designed as a descriptive correlational study with nine research hypotheses. The subjects were 283 members of the Society of Competitive Intelligence Professionals. A two part research instrument was developed. One part was answered by the manager of the SCS function, the other part was answered by the most senior member of the top management team of the firm.; Results. The first hypothesis, which predicted a relationship between the scanning aggressiveness gap and success, was supported. The second hypothesis, which predicted a relationship between the firm's capability/aggressiveness gap and success, was partially supported. The third hypothesis, which predicted a relationship between the scanning capability gap and success, was supported. The fourth hypothesis, which predicted a relationship between the manager competence profile gap and success, was supported. The fifth hypothesis, which predicted a relationship between the size of the SIF budget and success, was not supported. The sixth hypothesis, which predicted a relationship between the scanning technology development gap and success, was supported. The seventh hypothesis, which predicted a relationship between a firm's environmental turbulence level and the size of its SIF budget, was supported. The eighth hypothesis, which predicted a relationship between the degree of legal constraints on the SIF function and success, was not supported. The ninth hypothesis, which predicted a relationship between degree of budget constraints on the SIF function and success, was not supported. |
