Measuring competitive intelligence effectiveness: Insights from the advertising industry

Davison, Leigh M.

doi:10.1002/cir.1029

Cited by 37 publications

(25 citation statements)

References 6 publications

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“…Choo, ; Fuld, ; Wilson, ), knowledge on CI remains limited (e.g. Davison, ; Ghoshal and Westney, ), anecdotal (Rogers and Ruppersberger, ), specialized (e.g. Hannula and Pirttimaki, ) or application oriented (e.g.…”

Section: Competitive Intelligence: Gathering Information or Spying?mentioning

confidence: 99%

The Persistence of a Stigmatized Practice: A Study of Competitive Intelligence

Reinmoeller

Ansari

2015

British J of Management

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Studies on the diffusion of practices provide valuable insights into how organizations adopt, adapt, sustain and abandon practices over time. However, few studies focus on how stigmatized practices diffuse and persist, even when they risk tainting the adopters. To address this issue and understand how firms manage stigmatized practices, we study US organizations associated with the practice of competitive intelligence (CI) between 1985 and 2012. CI includes legitimate information gathering practices that are sometimes also associated with infringements and espionage. Our findings suggest that CI became highly diffused and persisted despite the risk of stigmatizing its adopters. We identified three factors to explain CI's persistence: (1) keeping it opaque to avoid the negative effects of stigmatization, (2) 'constructing' usefulness to justify its ongoing use by leveraging accepted beliefs and invoking fear of unilateral abandonment and (3) adapting it by developing multiple versions to increase its zone of acceptability. These three factors contribute to practice persistence by allowing firms to dilute the potential stigma from use of the practice. Our contribution lies in explaining the adoption, diffusion and ongoing use of a stigmatized practice whose benefits cannot be overtly acknowledged or made public.

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Section: Competitive Intelligence: Gathering Information or Spying?mentioning

confidence: 99%

The Persistence of a Stigmatized Practice: A Study of Competitive Intelligence

Reinmoeller

Ansari

2015

British J of Management

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“…We acknowledge that CI can be used for reasons other than noticing threats, e.g. noticing strategic opportunities (Davison, 2001; Rouach and Santi, 2001). However, we focus on threat detection because it has been relatively neglected by the CI literature, despite its importance to organizational survival (Schneier, 2006).…”

Section: Introductionmentioning

confidence: 99%

Managerial (In)attention to Competitive Threats

McMullen¹,

Shepherd²,

Patzelt³

2009

J Management Studies

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We integrate the Attention Based View of the firm and Regulatory Focus Theory to propose a model of managerial (in)attention that explains why appeals by middle managers for top managers to attend to specific threats of emerging rivals go unheeded. By acknowledging that different regulatory foci are elicited by different structural positions within the firm, we suggest that these differences in regulatory foci influence the allocation of attention to competitive intelligence warning of an emerging threat. We conclude by discussing how top managers might better evaluate whether threats of emerging rivals are worthy of deeper consideration. Copyright (c) Blackwell Publishing Ltd 2008.

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“…Within the literature may be found prescriptive models of measurement for CI from both scholars and practitioners such as McGongale and Vella (), Davison (), and Cohen (). The two lists of criteria for evaluating measurement, supplied in this paper, provide a tool by which these prescriptive models may be assessed and compared.…”

Section: Discussionmentioning

confidence: 99%

An evaluation framework for outcome and impact measures

Gainor

2014

Proc of Assoc for Info

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Competitive intelligence (CI) measurement practices within organizations remain fragmentary and elusive, although prescriptive CI performance and impact measures have been proposed in the literature. This study responds to calls for research into CI measurement in order to examine why organizations fail to measure CI, and to develop an evaluation framework for prescriptive measures that would support the evolution of best practices in measurement. A qualitative study (the ‘users study') consisting of interviews and shared negotiated texts with 12 users of CI was conducted. Study participants were senior managers and executives who use CI in the course of their work responsibilities at their respective individual organizations. Participants indicated that measurement cost, confused conceptualizations of CI measurement, and skepticism regarding the informativeness of measurement were obstacles to the implementation of CI measurement within their organizations. Although few participants conduct measurement activities, participants were all able to describe the ideal characteristics of CI outcome and impact measures. That list is here combined with the findings of an earlier study (the ‘experts study') conducted by the authors (Gainor & Bouthillier, ), in order to develop the evaluation framework provided here. This study provides a rare account of CI user perspectives on the rationale behind the lack of CI measurement within organizations, and a unique tool, the evaluation framework, which may be used to support both research and training within the field of CI.

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Measuring competitive intelligence effectiveness: Insights from the advertising industry

Cited by 37 publications

References 6 publications

The Persistence of a Stigmatized Practice: A Study of Competitive Intelligence

The Persistence of a Stigmatized Practice: A Study of Competitive Intelligence

Managerial (In)attention to Competitive Threats

An evaluation framework for outcome and impact measures

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