Purpose:First purpose of this study is to discuss the synergic and separate use of knowledge and intelligence, via knowledge management and competitive intelligence, in each stage of strategic management process. Second purpose is to discuss the implications of each stage of strategic management process for knowledge management and competitive intelligence and vice versa. Methodology/Design/Approach: A systematic literature review was performed within timeframe of 2000 to 2016. Extracted information from reviewed studies was synthesized and integrated in strategic management model of Fred David. Findings:A strategic management model with lens of knowledge management and competitive intelligence is proposed. Each stage of knowledge management process has implications for knowledge management and competitive intelligence and vice versa. In addition, synergic and separate use of knowledge and intelligence results in effective decision making leading to competitive advantage. Research Limitations:Learning curve of knowledge management and competitive intelligence and being limited to use of Fred David model are among key limitations. Practical Implications: Experts of knowledge management, competitive intelligence, and strategic management can use this study to gain competitive advantage based on knowledge and information resources. Organizations should have knowledge management function as well as competitive intelligence to support the strategy formulation, implementation and evaluation. Social Implications: Readers can take a view that how they can manage their knowledge and information resources from a strategic perspective? Originality/Value:. This study proposes a strategic management model with lens of knowledge management and competitive intelligence. Model discusses the ways for synergic and separate use of knowledge and intelligence in each stage of strategic management, leading to competitive advantage. In addition it discusses the holistic and integrated implications of knowledge management and competitive intelligence for each stage of strategic management process and vice versa.

This case study describes the embedding of the Scrum project management framework as an innovation and operational improvement tool within a manufacturing Small to Medium Enterprise (SME) in the UK. The teaching notes inform 1) other UK manufacturing SMEs with novice teams, and 2) students at undergraduate and postgraduate level exploring innovation and operations management/improvement. The case advances our understanding of how small family-run manufacturing businesses can use contemporary frameworks such as Scrum to improve business operations and innovation. Deluxe Beds Ltd is a family SME manufacturing beds and mattresses with a technically novice workforce mainly with no formal educational background.

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The chapter proposes a vigilant approach towards the demand of legalising cannabis. It explains the opportunities of Fintech to develop legal, safe, and flexible transactions in the industry which is considered illegal in many countries. The chapter presents the cases of the Jammu and Kashmir, India to grow and manufacture licensed cannabis compounds, making upon indigenous knowledge, culture, and nourishing environment. It also accounts to mitigate the risk around related illegal activities. There are a few pharmaceutical manufacturing companies producing cannabis-based drugs, but they do not own farms, and source it from a few tilizing farmlands. Some big companies have started tilizing blockchain technologies, raising opportunity to test further possibilities through blockchain, cryptography, digital identity cards, etc. The chapter presents findings from a survey in the Jammu and Kashmir, India, capturing perceptions about cannabis farming, cannabis-based medicine, financial transaction challenges, and the use of Fintech in legal use of cannabis.

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