Competitive intelligence practices in Japanese companies: multicase studies

Abstract

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.

The Mediating Role of Knowledge Sharing on the Relationship Between Competitive Intelligence and Product Development: Evidence from Jordan

“…There is no shortage of definitions of competitive intelligence. Essentially, this type of intelligence focuses on collecting and analyzing information on market conditions, government regulations, industry competitors, and new products to help organizations attain their goals (Nasri, 2012;Tsuchimoto and Kajikawa, 2022). A review of the relevant literature and several studies demonstrates that there are many definitions of competitive intelligence.…”

“…Therefore, competitive intelligence has become a significant part of the environmental scanning process in organizations. However, literature demonstrated that there are many benefits for competitive intelligence in the organization, such as predicting changes in market condition, determining new or potential entrants to the market, and acquiring knowledge about new technologies, products, and processes that affect the organization's activities (Nasri, 2012;Tsuchimoto and Kajikawa, 2022). Therefore, many scholars call to formalize the competitive intelligence function within an organization to carry out the following tasks which reflect the competitive intelligence steps: "planning and direction, collection of data, analysis and dissemination" (Kahaner, 1998).…”