Disruptive Intelligence - How to gather Information to deal with disruptive innovations

Vriens, Dirk; Søilen, Klaus Solberg

doi:10.37380/jisib.v4i3.105

Cited by 32 publications

(16 citation statements)

References 11 publications

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“…More information should lead to better decisions, but, to make order and select the "quality" information is a critical and not trivial task. Some scholars argue that CI can be used to spot whether industry distruption is about to occur (Vriens and Søilen, 2014). Firms need to develop advanced analytical capabilities (Itani et al, 2017) and make a better use of CI, now more then ever because of the extended boundaries of competition beyond and cross industries and within ecosystems (Iansiti and Euchner, 2018).…”

Section: Introductionmentioning

confidence: 99%

Competitive intelligence and strategy formulation: connecting the dots

Cavallo

Sanasi

Ghezzi

et al. 2020

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Purpose This paper aims to examine how competitive intelligence (CI) relates to the strategy formulation process of firms. Design/methodology/approach Due to the novelty of the phenomenon and to the depth of the investigation required to grasp the mechanisms and logics of CI, a multiple case study has been performed related to four companies located in Brazil that adopted CI practices within dedicated business units to inform and support strategic decision-making. Findings The authors provide detailed empirical evidence on the connection and use of CI practices throughout each stage of the strategy formulation process. Moreover, the study suggests that CI practices, despite their strategic relevance and diffusion, are still extensively adopted for tactical use. Originality/value This study sheds light on how CI practices may inform, support, and be integrated in the strategy formulation process, as few studies have done before.

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Section: Introductionmentioning

confidence: 99%

Competitive intelligence and strategy formulation: connecting the dots

Cavallo

Sanasi

Ghezzi

et al. 2020

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“…Conversely, “disruptive innovation” is the opposite with “new‐market disruption” and “low‐end disruption” as other variables. Vriens and Søilen () expand on this suggesting that an incumbent company should gather disruptive intelligence to predict the impact. Unfortunately, the literature focuses mostly on recommendations for large organisations and does not accommodate small businesses with limited resources or strategic acumen.…”

Section: Literature Reviewmentioning

confidence: 99%

“…The review concentrated on peer‐reviewed journals to maintain high standards (Saunders, Lewis, & Thornhill, ). Clayton Christensen, the pioneer of disruptive innovation theory (Adner, ; Evans, ; Markides, ; Schmidt & Druehl, ; Tellis, ; Vecchiato, ; Vriens & Søilen, ; Yu & Chang, ), was one deviation, where Harvard Business Review publications were utilised. The review was distilled into 61 items from 112 resources, covering the period from 1995 to 2017, with one historical exception.…”

Section: Introductionmentioning

confidence: 99%

Evaluating the impact of Uber on London's taxi service: A critical review of the literature

Skok

Baker

2018

Knowl Process Manag

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Uber is a very well-funded operation that has made innovative use of smartphone technology in the highly regulated and bureaucratic market of international taxi cab operations. The company has often adopted an aggressive approach when entering the marketplace in a given city, so the question arises as to how should the incumbent taxi trade react to such fierce competition that is popular with the public. This paper describes a literature review related to the taxi and private hire industry inLondon that provides a foundation to answer this question. A second paper will present recommendations to help organisations prepare a response to the new competition.From the collated journals, various themes emerged, and their reference lists were analysed to review recurring authors. The literature was organised into a thematic analysis grid to critique the content and analyse the implications for a project to evaluate the possible way forward for the taxi trade in response to Uber's aggressive approach. Six key themes were identified: disruptive innovation, sharing economy, business model, historical context, regulations, and labour.The literature review was extended to include studies of the same area in the United States. Caution was exercised, as the U.S. market operates different ground transportation services and regulations. Nonetheless, comparisons were drawn regarding factors that were similar.The identification of the six key themes will aid the taxi trade as well as researchers who wish to investigate the impact of Uber as and when it moves into new international markets.

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“…Nienaber and Sewdass (2016) proposed to expand the domain of CI to include workforce related competitive intelligence. Vriens and Soilen (2014) proposed extending the domain of CI to include disruptive intelligence. The idea of adding like this to the domain of intelligence generally represents an acceptance of the definition of competitive intelligence, but an expansion of its role or, put another way, a broadening of the key intelligence topics, to use Jan Herring's terminology.…”

Section: Objective Of the Articlementioning

confidence: 99%

Integration of business intelligence with corporate strategic management

Calof¹,

Richards²,

Santilli³

2017

JISIB

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The traditional model of competitive intelligence and its operationalization inmost organizations appears to be inadequate to address the intelligence challenges arising fromthe speed of change in the environment, increasing data complexity, and growth of internationalactivities. To address this challenge, this article borrows concepts from open innovation,applying them to all CI activities. We are suggesting going beyond the traditional model of anin-house CI unit with activities largely conducted by the units personnel and moving towards across pollination approach whereby others in the firm contribute to all CI activities including,for example, the selection of key intelligence topics and being involved in analysis andeventually towards a full open intelligence model in which key stakeholders and externalexperts also assist the organization in all aspects of competitive intelligence activity. Inproposing a more open approach for intelligence, the authors recognize the concern that CIprofessionals will have regarding sharing intelligence and intelligence activities outside the CIunit and outside the organization. However, as pointed out in this article, organizations aroundthe world have been moving quickly towards an open innovation model generally concludingthat the benefits associated with opening up all elements of the innovation process, includingR&D, outweigh the risks of intellectual property loss.

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Disruptive Intelligence - How to gather Information to deal with disruptive innovations

Cited by 32 publications

References 11 publications

Competitive intelligence and strategy formulation: connecting the dots

Competitive intelligence and strategy formulation: connecting the dots

Evaluating the impact of Uber on London's taxi service: A critical review of the literature

Integration of business intelligence with corporate strategic management

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