Competitive Intelligence analysis failure: diagnosing individual level causes and implementing organisational level remedies

Fleisher, Craig S.; Wright, Sue

doi:10.1080/0965254x.2010.529152

Cited by 17 publications

(15 citation statements)

References 69 publications

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“…For analytical clarity, business failure refers to a situation where the business is no longer able to operate as a sustainable entity and is thus forced to cease operations and lay off any employees ( Fleisher & Wright, 2010 ; Sheppard, 1994 ). This not only prompts the retreat and exit from domestic markets, but also foreign ones.…”

Section: Business Failure: a Reviewmentioning

confidence: 99%

COVID-19 and business failures: The paradoxes of experience, scale, and scope for theory and practice

Amankwah‐Amoah

Khan

Wood

2021

European Management Journal

247

186

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In light of growing scholarly works on business failure, across the social science domains, it is surprising that past studies have largely overlooked how extreme environmental shocks and ‘black swan’ events such as those caused by the coronavirus (COVID-19) pandemic and other global crises, can precipitate business failures. Drawing insights from the current literature on business failure and the unfolding event of COVID-19, we highlight the paradoxes posed by novel exogenous shocks (that is, shocks that transcend past experiences) and the implications for SMEs. The pandemic has accelerated the reconfiguration of the relationship between states and markets, increasing the divide between those with political connections and those without, and it may pose new legitimacy challenges for some players even as others seem less concerned by such matters, whilst experiential knowledge resources may be both an advantage and a burden.

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Section: Business Failure: a Reviewmentioning

confidence: 99%

COVID-19 and business failures: The paradoxes of experience, scale, and scope for theory and practice

Amankwah‐Amoah

Khan

Wood

2021

European Management Journal

247

186

View full text Add to dashboard Cite

show abstract

“…For analytical clarity, business failure refers to a situation where the firm is no longer able to operate as a sustainable entity and is forced to cease operations and lay off any employees (Fleisher and Wright, 2010). This not only prompts the retreat and exit from domestic markets but also foreign ones.…”

Section: New Ventures’ Failure and Post-failure Phases In Industrial ...mentioning

confidence: 99%

It ain’t over till it’s over: exploring the post-failure phase of new ventures in business networks

Petrucci

Milanesi

2022

JBIM

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Purpose To the best of the authors’ knowledge, this paper is a first attempt to deal with the phenomenon of new venture failure from the business network perspective of the Industrial Marketing and Purchasing (IMP) Group. In particular, this study aims to explore the post-failure phase of a new venture to investigate what happens to the new venture’s resources and relationships in the aftermath of its failure and the role of the entrepreneur in this process. Design/methodology/approach The paper builds on an explorative multiple case study of two failed new ventures, unfolding the failure and post-failure phase: evidence from both cases is confronted and discussed. Findings This study shows that the post-failure is a complex phase of recombination of activities and residual resources that may lead to new business opportunities. It is discussed that residual resources influence the direction and extent of post-failure activities in terms of restrictions as well as opportunities to restart new projects or ventures. It is also shown how the entrepreneur deals with the “business remains”. Originality/value While much attention has been devoted to new ventures’ failure, the paper focuses on the post-failure phase, an almost neglected topic in industrial marketing research. This study sheds some new light upon the journey through which entrepreneurs come to develop the set of resources, activities and relationships that are not only key to the establishment of the venture but also relevant in the complex and intricate trajectories of post-failure.

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“…For some industries, companies measure the lead-time needed for research, development, distribution, and product launch in years; whereas the pace of change is more rapid. Collecting and analyzing past data through forecasting is not sufficient to plan for the future [16].…”

Section: Introductionmentioning

confidence: 99%

“…Commonly available internal and external data are valuable in static market conditions. However, in rapidly changing conditions, such data about the past is insufficient to assess the future [16]. Looking in the rear-view mirror, using past data, does not help much when planning [15].…”

Section: Introductionmentioning

confidence: 99%

What corporations do with foresight

Hammoud

Nash²

2014

Eur J Futures Res

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Foresight involves future-oriented awareness and planning, enabling businesses to respond quickly and effectively to future market threats and opportunities. However, knowledge about corporate foresight practices and outcomes is limited. Corporations interested in implementing foresight are unable to identify best practices or anticipate results from foresight activities. Therefore, this qualitative, multiple holistic case study was a foundational investigation of foresight phenomenon within contemporary American corporations. A convenience sample of 14 foresight practitioners represented American corporations or American divisions of European corporations actively using foresight. Interview queries aligned with the guiding research questions explored corporate foresight methods and outcomes. Interview data were coded and synthesized for thematic report of common and unique responses; this documented practices used in and outcomes derived from corporate foresight. Foresight practitioners revealed specific actions taken by corporations in response to foresight outcomes. Actions included organizational changes, introduction of new products or product variations, new research and development projects, and inclusion of foresight project outputs such as reports, presentations, recommendations, in departmental plans. The findings suggested standardization of terminology for professional discourse, education, and practice, would benefit practitioners and corporations. Four tenets emerging from the themes were short-termism, corporate culture, implementation, and feedback loop; these tenets should guide future use of foresight in the context of for-profit corporations.

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Competitive Intelligence analysis failure: diagnosing individual level causes and implementing organisational level remedies

Cited by 17 publications

References 69 publications

COVID-19 and business failures: The paradoxes of experience, scale, and scope for theory and practice

COVID-19 and business failures: The paradoxes of experience, scale, and scope for theory and practice

It ain’t over till it’s over: exploring the post-failure phase of new ventures in business networks

What corporations do with foresight

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