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To authenticate to the full-text of this article, please visit this link: http://dx.doi.org/10.1111/j.1467-9310.2009.00579.x Byline: Jonathan Calof (1), Jack Smith (2) Abstract: R&D takes years to come to fruition, thus choosing R&D programs should be set in the context of the environment that will exist at the time that research is completed. Foresight and competitive intelligence are two fields that seek to address future oriented environmental scanning. The paper looks at what the domains of foresight and competitive intelligence entail and in particular how competitive technical intelligence can work to integrate and enable competitive agility in foresight positioning. Focus is put on reviewing literature that addresses how foresight impacts R&D project selection. A review is made on foresight programs from around the world based on a recently completed study on Canada's foresight capacity. The authors conclude that agile organizations need to be adaptive and well prepared for tomorrow's challenges and so by integrating competitive technical intelligence, (typically oriented to business needs) with strategic technology foresight, (typically designed to address government priorities for technology investments and innovation policy issues), enterprises will be best positioned to address uncertainties in the technology cycle. Author Affiliation: (1)Telfer School of Management, University of Ottawa, 55 Laurier Avenue East, Ottawa ON K1N 6N5, Canada.calof@telfer.uottawa.ca (2)Defence R&D Canada, 305 Rideau Street, Ottawa, Ontario, K1A 0K2, Canada.Jack.Smith@drdc-rddc.gc.ca

Competitive intelligence (CI), a process which develops skills in planning, gathering, analyzing and disseminating information, was discussed. CI, an organizational requirement in some countries, works on principles such as being proactive, systematic and detailed. Canadian CI performance elucidates the integration of the CI program in competitive organizations. Recommendations on the use of CI in the new and global economy were also given., CI is a systematic program for gathering and analyzing information to find new opportunities and remain competitive. Public servants are 'knowledge workers' and managers of knowledge workers. They are well [...]

Many of today's successful global players keep tabs on more than just the competition, they are also experts at collecting and analyzing data about potential and existing customers, suppliers and governments. North American culture frown on collecting and sharing such information. Companies here are losing to those from countries where competitive intelligence is deemed necessary for national survival. (Reprinted by permission of the publisher.)

Canada's government plans to double the number of its exporters and to increase the export volume of existing exporters by the year 2000. The geocentric approach to government, the exploitation of the export advantages of small- and medium-sized companies and the enhancement of immigration-based export advantages are the three pillars of Canada's export advantages. The government intends to make use of these export advantages in its export development plan., The government must develop programs, skills and structures to benefit from unique sources of export advantage. Canada's future standard of living will depend in large part on its export performance. [...]

Companies that want to be more successful global players require executives with the right attitude toward foreign cultures INTERNATIONAL BUSINESS SUCCESS: MOST COMPANIES NEED IT, THE FEDERAL GOVERNMENT WANTS MORE [...]

A country's standard of living is dependent on its export performance. As such, governments must develop their export sector by playing the roles of initiator, developer and eliminator. These roles, when translated to export assistance programs, address the needs of exporters as they progress toward becoming active exporters. The initiator aids non-exporters as they turn into exporters while the developer supports the transition of new exporters into committed exporters. Meanwhile, the eliminator works at the removal of barriers to export access., The more obstacles removed from the path of exporters, the better they will be able to perform. For Canada and many other countries, current and future standards of living will [...]

The purpose of this article by Jonathan Calof and Professor Henry Lane, both at School of Business Administration, The University of Western Ontario, is to highlight some cultural differences and to sensitize executives to the impact of culture of business transactions. The article asks a series of questions designed to inform the reader about the business of dealing with unexpected customs and situations that are likely to be encountered while conquering foreign markets. (Reprinted by permission of the publisher.)