This research is concerned with the practice of intelligence gathering by small firms, relating to both the firm’s internal and external environment. The concept of intelligence gathering is concerned with notions such as information acquisition, values that filter information and organisational sensemaking. There is some empirical evidence to suggest that successful firms use more environmental scanning and information search, and that more frequent scanning is related to better performance. It is also suggested that beliefs and expectations of managers are based on their definitions of what phenomena are considered relevant or important. Managers then develop strategies based on their perceptions and use these as a framework to give meaning, purpose, and direction to the organisation. Eight (8) cases were selected and analyzed and it was found that strategy type, scanning and intelligence gathering mechanisms are linked, because different strategies imply different scanning approaches. It was also found that cultures which valued the importance of intelligence gathering, were supported by structures and processes that helped to operationalize these cultural values.