Thesis (Ph.D. (Criminology)) -- University of Limpopo, 2015 / The research concerned with the aim of this study, was to assess the appli-cation of intelligence-driven investigation in combating organised motor vehicle theft. The strategic intelligence plan, information sharing and understanding of or-ganised vehicle theft, are some of approaches which will assist in dealing with the challenge of the illegal sale of vehicles and vehicle parts. There is indeed a need to address police corruption, if the battle against vehicle theft is to be realised. The objectives of this study were the following: to explain the strategic intelli-gence plan for investigating motor vehicle theft; to evaluate whether investiga-tions of organised motor vehicle theft in Thohoyandou cluster are intelligence-driven; to assess if the cluster uses intelligence offender profiling in investi-gations; to explore how intelligence-driven investigation assists in information sharing; and, to make recommendations for the improvement of intelligence-driven vehicle theft investigation. The researcher wanted to apply new research knowledge, in order to develop good practice in the field. This has been done by recommending new proced-ures to enhance performance and to improve the ways and means of combating organised vehicle theft. KEY TERMS Intelligence-driven investigation; strategic intelligence; intelligence cycle; crime investigations; modus operandi; offender profiling; organised crime; systems theory; motor vehicle theft; information sharing.

Changes and challenges that have occurred in the past two decades have forced a radical shift in the basic foundations of how business is conducted. Internal, as well as external forces have forced organisations to constantly monitor their surrounding environment in order to create an awareness of opportunities and threats to allow them to survive in their competitive environment. Organisations need to gather all the information at their disposal, and turn the raw data into intelligence through a process of analysis and an exercise of human judgement. By utilising the potential offered by information systems in the process of generating intelligence and creating a corporate knowledge base to be used in strategic decision-making will lead to competitive advantage and constant innovation. Strategic Intelligence has information as its foundation. This research proposes that through its ability to absorb sources of information, the synergy of Business Intelligence, Competitive Intelligence, and Knowledge Management combined to form Strategic Intelligence, will allow organisations to incorporate all of their information and intellectual capital into a single database or system which will meet the intelligence requirements of management. The purpose of this study is to identify the current use of Strategic Intelligence in the Long-term Insurance Industry in the South African environment, and through the use of a survey questioned the benefits or problems experienced by executive management who have not yet implemented and used Strategic Intelligence as an input to the Strategic Management process, and identified the perceived value Strategic Intelligence could add in the decision-making process. The research study shows that organisations have not yet fully embraced a model for a cooperative global internal corporate Strategic Intelligence System or Portal that will incorporate all aspects of Strategic Intelligence into a single, easily manageable resource for management’s strategic planning and decision-making process, even though it could enhance their ability to withstand the onslaught of global competitors and expand their business into new markets, protect their local market or identify potential merger or acquisition targets, and increase innovation within the organisations. / Business Management / M. Com. (Business Management

Cette recherche porte sur l’identification des informations légales disponibles sur les entreprises en Europe, l’identification de mesures de protection de ces informations, ainsi que les méthodes utiles à leur exploitation dans une démarche d’intelligence économique et stratégique. Les informations légales sont entendues comme les informations structurelles et comptables des entreprises, soumises à une obligation légale de publicité. Les résultats de cette étude présentent un référentiel des informations légales sur les entreprises en Europe, ainsi qu’en Suisse et en Norvège, et l’analyse des différentes possibilités de protection, de collecte et d’exploitation de ces informations dans une démarche d’intelligence économique et stratégique. / This research focuses on the identification of legal information available on businesses in Europe, the identification of measures able to protect it, and the identification of methods able to exploit it in an economic and strategic intelligence process. Legal information is understood as structural and accounting information about enterprises, subject to legal disclosure requirement. The results of this study present a repository of legal information on companies in Europe, as well as Switzerland and Norway, and the analysis of different options regarding the protection, the collection and the use of this information in an economic and strategic intelligence process.

Changes and challenges that have occurred in the past two decades have forced a radical shift in the basic foundations of how business is conducted. Internal, as well as external forces have forced organisations to constantly monitor their surrounding environment in order to create an awareness of opportunities and threats to allow them to survive in their competitive environment. Organisations need to gather all the information at their disposal, and turn the raw data into intelligence through a process of analysis and an exercise of human judgement. By utilising the potential offered by information systems in the process of generating intelligence and creating a corporate knowledge base to be used in strategic decision-making will lead to competitive advantage and constant innovation. Strategic Intelligence has information as its foundation. This research proposes that through its ability to absorb sources of information, the synergy of Business Intelligence, Competitive Intelligence, and Knowledge Management combined to form Strategic Intelligence, will allow organisations to incorporate all of their information and intellectual capital into a single database or system which will meet the intelligence requirements of management. The purpose of this study is to identify the current use of Strategic Intelligence in the Long-term Insurance Industry in the South African environment, and through the use of a survey questioned the benefits or problems experienced by executive management who have not yet implemented and used Strategic Intelligence as an input to the Strategic Management process, and identified the perceived value Strategic Intelligence could add in the decision-making process. The research study shows that organisations have not yet fully embraced a model for a cooperative global internal corporate Strategic Intelligence System or Portal that will incorporate all aspects of Strategic Intelligence into a single, easily manageable resource for management’s strategic planning and decision-making process, even though it could enhance their ability to withstand the onslaught of global competitors and expand their business into new markets, protect their local market or identify potential merger or acquisition targets, and increase innovation within the organisations. / Business Management / M. Com. (Business Management

Certaines entreprises présentent une vision de leur stratégie focalisée sur des procédures et des données génériques. Cette attitude conduit généralement à ne pas se préoccuper d’informations périphériques ou signaux faibles pouvant néanmoins permettre la détection d’opportunités ou de menaces dans leurs environnements internes et externes. La vision périphérique présente un intérêt novateur dans le domaine de la gestion de l’information et des réseaux pour définir la stratégie des entreprises. Compte tenu des interconnexions entre acteurs d’un même territoire, peut-on envisager un modèle d’« Intelligence » qui serait applicable, dans un cadre opérationnel et territorial, à différents types d’organisations, y compris des organisations non marchandes ? Cette thèse a pour objectif de vérifier l’applicabilité de la vision périphérique à toute forme d’organisation et de modéliser, ainsi, une Intelligence Stratégique Localisée. / Some companies present a vision of their strategy focused on procedures and generic data. This attitude leads generally not to worry about peripheral information or weak signals which can nevertheless allow the detection of opportunities or threats in their internal and external environments. The peripheral vision presents an innovative interest in the field of the management of the information and the networks to define the strategy of companies. Considering the interconnections between actors of the same territory, can we envisage a model of “Intelligence” which would be applicable, in an operational and territorial frame, to various types of organizations, including not trade organizations? This thesis has for objective to verify the applicability of the peripheral vision in any shape of organization and to model, so, a Located Strategic Intelligence.

Dans l’ensemble des pays de l’Organisation de coopération et de développement économiques (OCDE), le secteur public de la santé fait face à un environnement complexe qui se caractérise par la rapidité des changements technologiques et scientifiques. Face à une demande accrue des citoyens pour des services fiables, accessibles et efficaces, les organisations publiques de santé se voient aussi contraintes par la rareté des ressources, notamment financières et budgétaires. Pour répondre à la mission publique qui leur est confiée, elles se tournent de plus en plus vers les outils et principes du management stratégique, dont la veille stratégique. Au Québec, la veille stratégique a fait son apparition dans le plan stratégique d’organisations publiques de santé dans le milieu des années 2000. Des initiatives de veille ont également vu le jour, comme en témoigne la Communauté de pratique de veille en santé et services sociaux créée en 2009. Notre thèse a pour but d’explorer ce qu’est la veille stratégique dans le secteur public de la santé au Québec. La recherche a pour objectifs de (1) décrire les caractéristiques de la veille telle qu’elle est implantée dans des organisations publiques de santé du Québec; (2) décrire les finalités de la veille dans les organisations publiques de santé du Québec : (a) décrire les types de soutien qu’apporte la veille à la stratégie des organisations publiques de santé du Québec; (b) décrire les types de soutien qu’apporte la veille à la prise de décision des gestionnaires publics de santé du Québec; (c) décrire, s’il y en a, les autres types de soutien qu’apporte la veille aux organisations publiques de santé du Québec; (3) identifier les caractéristiques d’une veille stratégique dans le secteur public de la santé. Au travers d’une étude de cas multiples, la recherche examine trois projets de veille (cas) autour de quatre composantes, soit le produit de veille, les acteurs de la veille, le processus de veille et les finalités de la veille. En tout, 5 veilleurs et 16 gestionnaires clients de la veille (11 cadres supérieurs et cinq cadres intermédiaires) ont été interrogés, en suivant les principes de la théorie ancrée. D’après nos résultats, une veille serait stratégique si elle est centrée sur les besoins informationnels des gestionnaires clients de la veille et selon l’utilisation que ces derniers font du produit de veille. Un produit de veille stratégique devrait être fortement personnalisé, dynamique et évolutif, concis et attrayant. De plus, il devrait reposer sur des critères de qualité de l’information et sur une analyse et une interprétation de l’information. Le fait d’intégrer un veilleur aux équipes de gestion pourrait contribuer à développer un tel produit de veille stratégique. Le processus de veille stratégique devrait comprendre des étapes d’évaluation / réévaluation des besoins informationnels, identification des sources d’information, traitement, analyse et interprétation de l’information, et diffusion et utilisation du produit de veille. Enfin, la veille stratégique poursuit des finalités de soutien à la prise de décision et de soutien à la planification stratégique. Ces soutiens ont été regroupés en utilités d’apprentissage, d’exploration, d’analyse, symbolique, de comparaison et stratégique. / In every Organisation for Economic Co-operation and Development (OECD) country, the public health sector is facing a complex environment characterized by rapid technological and scientific change. Public health organizations are experiencing increased demand from citizens for reliable, accessible, and efficient services, but are constrained by a shortage of resources — particularly financial and budgetary resources. To meet the public mission that has been entrusted to them, they are increasingly turning to the tools and principles of strategic management, including strategic intelligence. In Quebec, strategic intelligence appeared in the strategic plans of public health organizations in the mid-2000s. Intelligence initiatives have also emerged, as evidenced by the Communauté de pratique de veille en santé et services sociaux, which was established in 2009. The purpose of our thesis is to explore what strategic intelligence is in the public health sector in Quebec. The objectives of the research are (1) to describe the characteristics of strategic intelligence as implemented in public health organizations in Quebec; (2) to describe the purposes of strategic intelligence in public health organizations in Quebec: (a) describe the types of support that intelligence provides to the strategy of public health organizations in Quebec; (b) describe the types of support that intelligence provides to the decision-making process of public health managers in Quebec; (c) describe, if any, other types of support that intelligence provides to public health organizations in Quebec; (3) identify the characteristics of strategic intelligence in the public health sector. Through a multiple case study, the research examines three intelligence projects (cases) involving four components: the intelligence product, its actors, its process, and its goals. In total, five intelligence professionals and sixteen intelligence client managers (eleven senior executives and five middle managers) were interviewed, following the principles of grounded theory. According to our results, intelligence will be strategic if it is focused on the information needs of the intelligence client managers and their use of the intelligence product. A strategic intelligence product should be highly customized, dynamic, scalable, concise, and attractive. In addition, it should be based on information quality criteria and the analysis and interpretation of the information. Embedding intelligence professionals in management teams could contribute to the development of such a strategic intelligence product. The strategic intelligence process should include the following steps: assessment/reassessment of information needs, identification of information sources, information processing, analysis, and interpretation, and the dissemination and use of the intelligence product. Finally, strategic intelligence pursues the goals of supporting decision-making and strategic planning. This support is grouped into learning, explorative, analytical, symbolic, comparative, and strategic uses.

Abstract in English, Zulu and Afrikaans / The primary intent of this study was to develop a competitive intelligence (CI) programme implementation strategy framework for the effective use of CI in strategic decision-making (SDM) in a conglomerate, using embedded multiple units and a single-case exploratory study that is qualitative dominant. The study therefore explored the strategic value of CI for SDM in a company that has a conglomerate structure and whose subsidiaries are vertically integrated. Despite the perceived usefulness of CI for distinctive SDM, the case conglomerate and its subsidiaries had collected and employed the available CI products to support their strategic, tactical and other business decisions. Overall results indicated differences between the subsidiaries and the headquarter; and among the subsidiaries on CI practice (CI collection, CI coordination, CI sharing and CI effort) and CI usage for SDM and other decisions. Although a similar strategy development process (guided by the grand corporate strategy), management structure, decision-making process and orientation in the subsidiaries existed, these uniformities did not significantly result in a uniform level of application and usage of CI for SDM across the conglomerate. The conclusion is that CI application is very subjective and contextual even in a vertically integrated conglomerate. Through theory, literature review and empirical findings, synthesis and iteration, a middle-range theory that integrates the CI and SDM disciplines in terms of the contextual issues both share is also constructed. The study also developed a novel way of crafting CI for SDM, which may fit into the existing structure and realities of the conglomerate so as to formalise CI. The CI programme implementation strategy framework was developed considering the proof of tested theories, best practices, existing context, strategy, decision-making process, structure, enabling factors and capabilities of the conglomerate. The CI programme implementation strategy framework, accompanied by a proposed CI structure, has immediate pragmatic utility. It could enable the conglomerate to initiate a formal CI programme without delay and to develop it following an organisational maturation cycle. The study makes an original contribution by conceptualising a CI programme implementation strategy for a unique case and theorising the case within a novel extension within middle-range theory (“SDM and CI application can be viewed in the contextual domains both share”). The exploratory study itself, which led to merging theory and best practices with empirical results and fitting the theories and best practices into case conglomerate’s realities, also makes the study unique in terms of its approach and outputs. / Inhloso enkulu yalolu cwaningo kwakungukusungula uhlaka lokuqala ukusebenzisa uhlelo lwamasu obuhlakani bokuqhathanisa izinkampani ezincintisanayo, obaziwa ngokuthi yiCompetitive Intelligence (iCI) ngesiNgisi ukuze isebenze kahle ekuthathweni kwezinqumo ezihambisana namasu okwaziwa ngestrategic decision-making (iSDM) ngesiNgisi kwinhlanganyela yezinkampani, kusetshenziswa uhlobo locwaningo olungamayunithi amaningi afakwe ndawonye, oluhlola udaba olulodwa nolugxile kakhulu ekuqoqweni kwemininingwane. Ngakhoke, lolu cwaningo luhlole umthelela omuhle wamasu eCI ngokuthatha izinqumo ezihambisana namasu (iSDM) enkampanini enomumo wenhlanganyela yezinkampani enezinkampani ezingena ngaphansi kwayo ezenza imisebenzi eyahlukahlukene. Phezu kokumsebenzi obonakalayo weCI ngokuhlukile kwiSDM, inhlangayela yezinkampani okuyiyo ebhekiwe kanye nezinkampani ezingaphansi kwayo yaqoqa yase isebenzisa imikhiqizo yeCI etholakalayo ukusingatha ukuthatha kwayo izinqumo ezihambisana namasu, namaqhinga kanye nezinye izinqumo zebhizinisi. Imiphumela ephelele yabonisa ukuthi kukhona ukungafani phakathi kwezinkampani ezingena ngaphansi kwayo kanye nekomkhulu; kanti futhi phakathi wezinkampani ezingena ngaphansi kwayo kokuphathelene neCI (Ukuqoqwa kwemininingwane yeCI, ukuhlanganiswa kwemininingwane yeCI, ukusabalalisa imininingwane yeCI nokusebenza kweCI) nokusetshenziswa kweSDM nezinye izinqumo. Nakuba kwakukhona inqubo yokuthuthukisa isu elifanayo (elandela imigomo yesu elihle lenkampani), ukwakheka kohlaka lwabaphethe, inqubo yokuthatha izinqumo kanye nokuqondiswa kwezinkampani ezingaphansi kwenye, lokhu kwefaniswa akuzange kube ngokufanayo endleleni yokwenza nokusebenziswa kweCI kwiSDM kwinhlangayela yezinkampani. Isiphetho ukuthi uhlelo lokusebenza lweCI luncike kakhulu ohlangothini nasengqikithini eyodwa kwinhlanganyela yezinkampani ezenza izinto ezahlukahlukene. Ngokulandela ukuhlaziywa kwemibhalo yemibono yezinzululwazi, kanye nokutholakele uma kwenziwa ucwaningo olubheka izinto ngenkathi zenzeka, ukuhlanganiswa kwemininingwane kanye nokuphindaphindwa kokuhlolwa, kuphinde kwakhiwe imibono yezinzululwazi emibili ehlanganisa imikhakha yeCI neSDM maqondana nezingqikithi ezifanayo kuyona. Ekugcineni, ucwaningo luphinde lwasungula indlela engakaze ibe khona yokwakha iCI iyakhela iSDM engangena ithi khaxa ekwakhekeni nasesimweni esikhona senhlanganyela yezinkampani ukuze iCI ihleleke ngokusemthethweni. Uhlaka lwesu lokuqaliswa kokusebenza kohlelo lweCI lwenziwa ngoba kucatshangwa ngobufakazi obutholakala kwimibono yezinzululwazi ehloliwe, okusebenze ngempumelelo, indikimba ekhona njengamanje, isu, inqubo yokuthatha izinqumo, ukwakheka, yilokho okwenza izinto zenzeke futhi kusebenzeke kwinhlanganyela yezinkampani. Uhlaka lwesu lokuqaliswa kokusebenza kohlelo lweCI, oluphelezelwa ukwakheka okuhlongoziwe kweCI kukwazi ukuhlolisisa kahle umqondo wokukwazi ukubona ubungako bolwazi nesidingo solunye ucwaningo. Kungasiza inhlanganyela yezinkampani, cishe, ukuba ikwazi ukuqala uhlelo olusha lweCI nokulithuthukisa kulandela uchungechunge lwendlela yokukhula yenhlangano. Ucwaningo lufaka ulwazi olusha esivivaneni ngokuqhamuka nomqondo omusha wesu lokuqala ukusebenzisa uhlelo lweCI odabeni olungajwayelekile, bese lubeka imibono ngodaba olubhekwayo ngendlela engakaze yenzeke nehlanganisa imibono yezinzululwazi kanye nocwaningo olubheka izinto ngenkathi zenzeka (“Ukusetshenziswa kweSDM neCI kungabhekwa ezizindeni zengqikithi ezifanayo kukona”). Ucwaningo oluhlolayo, lona uqobo, oluholela ekuhlanganisweni kwemibono yezinzululwazi nokubhekwa kwalokho okucwaningwayo ukuthi kusebenza kahle kuphi kanye nemiphumela yocwaningo olubheka izinto ngenkathi zenzeka, nokuhlanganisa lokho nokwenzeka ngempela enhlanganyeleni yezinkampani, nakho kwenza lolu cwaningo lube ngolwehlukile maqondana nendlela oluyilandelayo kanye nemiphumela evelayo. / Die primêre doel van hierdie studie was om 'n strategieraamwerk vir programimplementering van mededingingsintelligensie (MI) te ontwikkel vir die doeltreffende gebruik van MI in strategiese besluitneming in 'n konglomeraat, deur 'n vasgelegde veelvoudige eenhede, enkelgeval-verkenningstudie, wat ook kwalitatief dominant is, te gebruik. Die studie het dus die strategiese waarde van MI vir strategiese besluitneming verken in 'n maatskappy wat 'n konglomeraatstruktuur het en wie se filiale vertikaal geïntegreer is. Ondanks die waargenome nuttigheid van MI vir spesifiek strategiese besluitneming, het die gevallestudiekonglomeraat en sy filiale die beskikbare MI-produkte versamel en aangewend om hul strategiese, taktiese en ander sakebesluite te ondersteun. Algehele resultate het die bestaan van verskille tussen die filiale en die hoofkantoor aangedui; en tussen die filiale oor MI-praktyke (MI-versameling, MI-koördinering; MI-deling en MI-pogings) en MI-gebruik vir strategiese en ander besluite. Alhoewel daar soortgelyke strategiese ontwikkelingsprosesse bestaan (gelei deur die groot korporatiewe strategie), het hierdie eenvormigheid in bestuurstrukture, besluitnemingprosesse en oriëntering in die filiale nie 'n beduidende eenvormige vlak van toepassing en gebruik van MI vir strategiese besluitneming regdeur die konglomeraat tot gevolg gehad nie. Gevolglik is MI-toepassing baie subjektief en kontekstueel, selfs in 'n konglomeraat wat vertikaal geïntegreer is. Deur teoretiese, literatuuroorsig- en empiriese bevindinge is sintese en iterasie, twee middelvlakteorieë, ook saamgestel wat velde van MI en strategiese besluitneming met betrekking tot die kontekstuele kwessies wat albei deel, geïntegreer het. Op die ou end het die studie ook 'n nuwe manier ontwikkel om MI vir strategiese besluitneming te bewerk wat by die bestaande struktuur en realiteite van die konglomeraat kan inpas om MI te formaliseer. Die strategieraamwerk vir programimplementering van MI is ontwikkel met die bewys van getoetste teorieë, beste praktyke, bestaande konteks, strategie, besluitnemingsproses, faktore wat strukture moontlik maak en vermoë van die konglomeraat, in gedagte. Die strategieraamwerk vir programimplementering van MI, saam met die voorgestelde MI-strukture, het onmiddellike pragmatiese nut. Dit kan die konglomeraat onmiddellik in staat te stel om 'n formele MI-program te inisieer en dit te ontwikkel deur 'n organisatoriese verouderingsiklus te volg. Die studie maak 'n oorspronklike bydra deur 'n strategie vir programimplementering van MI te konseptualiseer vir 'n unieke geval, die teoretisering van die geval binne 'n nuwe uitbreiding in 'n middelvlakteorie ("Toepassing van strategiese besluitneming en MI kan in die kontekstuele domeine beskou word wat beide deel"). Die verkenningstudie self, wat tot die samesmelting van teorie en beste praktyke met die empiriese resultate gelei het en die passing van die teorieë en beste praktyke in die gevallestudiekonglomeraat se realiteite, maak die studie ook uniek met betrekking tot sy benadering en opbrengs. / Graduate School for Business Leadership / D.B.L.