Competitive intelligence: a prescription for US health-care?

Freyn, Shelly L.; Farley, Fred

doi:10.1108/fs-02-2020-0011

Cited by 7 publications

(13 citation statements)

References 42 publications

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“…As noted, minimal research has linked CI with healthcare. 20 Likely, a less formal and/or fragmented approach to CI may be occurring within the industry: “…islands of automation, providing only limited information…” 6 p.320). Empirical studies support a formal CI structure involving a dedicated CI manager or champion to coordinate the CIP process.…”

Section: Competitive Intelligencementioning

confidence: 99%

“…Literature has debated the number of steps in the CI process. 23 This paper utilizes the seminal framework of Dishman and Calof 24 consisting of: planning and focus, collection, analysis, and communications. As the CI process is discussed, proposition will be established throughout the paper to create a conceptual model for a US healthcare organization.…”

Section: Competitive Intelligencementioning

confidence: 99%

“…Competitive intelligence research has identified two contextual variables that have been found to positively impact the CI process: formal infrastructure and culture of awareness. 23,24…”

Section: Competitive Intelligencementioning

confidence: 99%

“…A culture of awareness is necessary in ensuring a firm is sensing and anticipating market changes. Awareness can be defined as “the organizational awareness of CI and a culture of competitiveness supported by leadership and utilized organization wide” 23 p. 117). To build and maintain this culture, leadership support is essential.…”

Section: Competitive Intelligencementioning

confidence: 99%

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Competitive intelligence: A precursor to a learning health system

Farley

Freyn

2022

Health Serv Manage Res

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Unlike other developed countries, the US healthcare system is largely privatized and highly competitive. This dynamic stifles effective information sharing, while the need for prompt and accurate evidence-based decision making has become crucial. Crises, like the COVID-19 pandemic, elevate the importance of quality decision making and exacerbate issues associated with the lack of a cohesive system to share information. Competitive intelligence (CI) is a discipline that encourages gathering, analyzing, and sharing information throughout a firm in order to develop and sustain competitive advantage. CI could be considered a precursor in establishing a learning organization (LO). Although CI research has focused on its process and value, little is found in the literature on how to integrate CI into an organization; this is particularly true in healthcare. A conceptual model is proposed to build and integrate a CI function and culture within a healthcare organization to encourage effective information sharing and knowledge development. In turn, this can provide a mechanism to create a learning health system (LHS). Although the model was developed specifically for US healthcare, it offers application to healthcare in other countries as well as most any industry.

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Section: Competitive Intelligencementioning

confidence: 99%

Section: Competitive Intelligencementioning

confidence: 99%

“…Competitive intelligence research has identified two contextual variables that have been found to positively impact the CI process: formal infrastructure and culture of awareness. 23,24…”

Section: Competitive Intelligencementioning

confidence: 99%

Section: Competitive Intelligencementioning

confidence: 99%

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Competitive intelligence: A precursor to a learning health system

Farley

Freyn

2022

Health Serv Manage Res

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“…As CI has increased in importance, it has seen increased research interest and industry adoption. It has been implemented in sports (van den Berg et al ., 2020), health care (Freyn and Farley, 2020), universities (Garcia-Alsina et al ., 2013, 2016) and small and medium enterprises (Cai and Jia, 2010). It has especially grown in foreign direct investment activities (Tao, 2010).…”

Section: Introductionmentioning

confidence: 99%

Competitive intelligence practices in Japanese companies: multicase studies

Tsuchimoto

Kajikawa

2022

AJIM

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PurposeThis study investigates competitive intelligence (CI)-related practices in companies, including process, scope and organizational structure. As these aspects have not been sufficiently discussed in the literature, the study objective is to determine (1) the type of CI process being employed, (2) whether the CI scope is limited to competitor analysis or spans a broader business environment and (3) whether the CI process and scope vary depending on organizational CI.Design/methodology/approachAn interview was conducted at two types of Japanese companies: one established a CI department to implement CI, whereas the other did not establish a CI department and conducted CI in an ad hoc manner. Multicase studies were performed to examine companies with different organizational structures.FindingsThe CI scopes included a broad range of factors (e.g. technology, customers, markets, suppliers, economy, society, politics, legislation and regulation), and not only competitor analysis. An established CI department did not guarantee a well-organized CI process. Furthermore, the lack of such a department did not preclude systematic CI processes or activities.Originality/valueThe authors classified the CI in the companies the authors inspected as either systematic (organized CI) or ad hoc (unorganized CI) methods. The advantages and disadvantages of both are discussed. The authors found the promotion mechanisms in company-wide CI process, which can cause intelligence transfers from CI to absorptive capacity processes.

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