Innovation and Competitive Intelligence in Business. A Bibliometric Analysis

Heras-Rosas, Carlos de las; Herrera, Juan

doi:10.3390/ijfs9020031

Cited by 13 publications

(4 citation statements)

References 78 publications

(97 reference statements)

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“…CI's contribution to innovation performance relies on absorptive capacity. Heras-Rosas and Herrera (2021) asserted that a company's business management, promotion of absorptive capacity and alignment around CI allow it to improve its innovation. While previous studies mentioned the importance of absorptive capacity for the effective utilization of CI (e.g.…”

Section: Discussionmentioning

confidence: 99%

“…Some recent studies reported that innovation is an important scope of CI (Calof and Swedass, 2020; Atkinson et al. , 2020; Hassani and Mosconi, 2021; Heras-Rosas et al. , 2021), while Poblano-Ojinaga et al .…”

Section: Literature Reviewmentioning

confidence: 99%

“…According to Sewdass and Du Toit (2014), the most important scope of CI is grasping the trends in government regulations. Some recent studies reported that innovation is an important scope of CI (Calof and Swedass, 2020;Atkinson et al, 2020;Hassani and Mosconi, 2021;Heras-Rosas et al, 2021), while Poblano-Ojinaga et al (2019) proposed that the relationship between CI and innovation is indirect. Competitiveness depends not only on competitors but also on the others.…”

Section: Literature Reviewmentioning

confidence: 99%

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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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Section: Discussionmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

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Competitive intelligence practices in Japanese companies: multicase studies

Tsuchimoto

Kajikawa

2022

AJIM

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“…not only influenced by consumer characteristics, but also influenced by how company formulate the marketing mix used (Heras-Rosas & Herrera, 2021).…”

Section: Business Competition In the Era Of Technology: Shifting The ...mentioning

confidence: 99%

Business Competition in the Era of Technology: Shifting the 4P to 4C

Wibisono

Pasulu

2022

ICEB

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Micro, small and medium enterprises (MSMEs) play a vital role in economic development and growth, especially in Indonesia. It is widely recognized that MSMEs are very important be-cause of their main characteristics that distinguish them from large enterprises, especially because MSMEs are labour-intensive enterprises, exist in all locations, especially in rural areas, are more dependent on local raw materials, and are the main providers of goods and services. Along with the development of the mindset of the community, the majority of MSME actors have also changed their mindset in determining the marketing strategy used, from product orientation, consumer orientation, value orientation, technology orientation and to build the super smart society. Business digitalization also evolve the marketing mix from 4P (product, place, price and promotion) to 4C (co-creation, currency, communal activation, and conversation). However, there are barriers in the face of digitalization economy, including technology adoption and cyber-crime.

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