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The structural variables consideration as conditional factors for the managerial development has been a permanent issue in the economic and organizational analysis, creating the study of different realities and needs, mainly associated to the size criterion. In the current case, Competitive Intelligence is understood as basic module for the strategic actions approach which does not depend on the structural scope for its running, but rather the real difference lays on the development intensity, according to the resources and capacities available within the organization. The competitive phenomenon observation, in terms of rivalry, always has been a basic reference for the organizations in the decision making process, nevertheless, the monitoring and analysis system has not (generally) a continuous and methodological character, losing the main value related to the challenges identification, that is to say, the time to anticipate or answer; taking into account key competitive information can appear at any time. [ABSTRACT FROM AUTHOR]

This article demonstrates that Business Intelligence (Bl) is not only for big firms. SMEs (Small and Medium Enterprises) can perfectly apply Bl and organize the management of knowledge. Based on a global model this article demonstrates how a SME can afford and benefit from a Bl team. As is the case for the larger firms, SME will benefit from some collateral advantages such as securing the information that the SME generates. As compared to bigger companies, SME are not permitted basic errors, such as believing h an "instant magical solution". Also, the article describes the application of an IQ (Information Quotient) test for taking a picture of the natural Bl already existing within a firm. An analysis of these tests permitted a better understanding of the differences between employees at certain levels, namely production, sales and R&D. Through certain models, readers will see different examples from very basic and part time Bl teams up to almost full time Bl managers. [ABSTRACT FROM AUTHOR]

Se discute la práctica de la Inteligencia Competitiva y la Vigilancia Tecnológica dentro de las empresas de mayor tamaño y los efectos sobre las pequeñas y medianas empresas (PYMEs). Se discute la situación de las PYMEs canadienses. Se consideran las semejanzas que existen entre la experiencia de estas empresas y las de la Comunidad Hispana. En otro artículo, se propone un estudio sobre la experiencia de un grupo de empresas y la Vigilancia Tecnológica. También se presenta una entrevista con Jan Herring, un experto en Inteligencia Competitiva, sobre el futuro de su disciplina.