In dynamic and complex environments, it can be difficult for small and mediumsizedenterprises (SMEs) to achieve business performance, innovate and survive, even thoughthese actions are crucial for economic growth and competitiveness. Competitive intelligence (CI)appears as a strategic practice to help them. Although there are many theoretical studies thatpropose the relationship between CI and innovation, few studies have conducted empiricalstudies in the context of SMEs. The objective of this paper is to investigate how competitiveintelligence enhances innovation performance in the context of a SME. Based on a literaturereview and empirical data from several interviews with managers of one SME, our findingsallowed us to propose a framework showing the contribution of CI to innovation performancerelying on absorptive capacity. Our findings also highlight that a prospector owner-managercan improve the results of CI in the SME and contribute to better innovation performance.
While the issue of business intelligence is rapidly gaining popularity across a wide range of domains, the majority of research treats it as a single capability or technique, such as big data analytics capability. However, as a tool for Big Data Decision-making or technique for enhancing operational research technique, there is still a low amount of work that examines business intelligence as a tool to develop dynamic capabilities of the organization and to contribute to sustainable innovation, in particular in the digital age. Therefore, to address this gap, this chapter aims to discuss how organizations can use technologies, including business intelligence as a tool for creating new knowledge, which in turn helps organizations to improve their dynamic capabilities and achieve sustainable innovation. Recognizing how these firms’ dynamic capabilities are started building, achieved sustained, enlarged, utilized, evolved, and phased out in phrases of their constituent micro-foundations. So, this study suggests business intelligence as a process that helps organizations collect and transform data into information and knowledge, which contributes to building dynamic capabilities. It is important for managers to understand how these firms’ dynamic capabilities are started building, achieved sustained, enlarged, utilized, evolved, and phased out in phrases of their constituent micro-foundations.
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