Organizing competitor analysis systems

Ghoshal, Sumantra; Westney, D. Eleanor

doi:10.1002/smj.4250120103

Cited by 147 publications

(130 citation statements)

References 7 publications

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“…Ghoshal and Westney (1991) found that among both analysts and clients of competitive intelligence, the limited time for analysis was a significant barrier to sense-making efficacy. Fuld (1991) proposes that the lack of time to nurture and analyze data is an important reason for the failure of many CI programs.…”

Section: Time Allocationmentioning

confidence: 99%

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Generating Competitive Intelligence in Organizations

Jaworski¹,

MacInnis

Kohli

2000

Journal of Market-Focused Management

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Marketing strategy begins with customer and competitive intelligence. However, in sharp contrast to customer intelligence, there is little research on how competitive intelligence (CI) is actually generated within an organization. The absence of this knowledge makes it difficult to identify ways to improve the CI generation process. Drawing on both depth interviews with full-time personnel who conduct competitive intelligence and academic literature in related fields, the authors derive a novel conceptual framework that describes three interdependent phases of the competitive intelligence generation process: (1) organizing for competitive intelligence, (2) searching for information, and (3) sense-making. Dimensions of efficacy at each phase are also identified, and they are posited to be influenced by factors pertaining to: (1) the intelligence network, (2) the business environment, (3) the information environment, and (4) analyst characteristics. This framework departs from the existing literature by identifying core components of the competitive intelligence generation process, highlighting its iterative nature, and identifying variables germane to its success. The emergent framework's implications for managing the competitive intelligence generation process are discussed and future research directions are suggested.

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Section: Time Allocationmentioning

confidence: 99%

“…2 This is particularly true since current research on competitive intelligence is often not grounded in observations from actual practice (for an exception, see Ghoshal and Westney, 1991).…”

mentioning

confidence: 99%

Generating Competitive Intelligence in Organizations

Jaworski¹,

MacInnis

Kohli

2000

Journal of Market-Focused Management

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“…The interest of sharing information from S.Scan is not understood The structures for the dissemination of information are inadequate Englewod & Lenz, 1985;Ghoshal & Westney, 1991;Lesca & Caron-Fasan, 2008.…”

Section: Poor Circulation Of Informationmentioning

confidence: 99%

“…An organizational culture hostile to or unwilling to share and circulate information Diffenbach, 1983;Englewod & Lenz, 1985;Ghoshal & Westney, 1991;Babbar & Rai, 1993;Lesca & CaronFasan, 2008. …”

Section: Hostile Organizational Culturementioning

confidence: 99%

Drivers and barriers to pre-adoption of strategic scanning information systems in the context of sustainable supply chain

Lesca¹,

Caron-Fasan²,

Loza-Aguirre³

et al. 2016

Systèmes d'Information &Amp; Management

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This research is reporting on the pre-adoption of Strategic Scanning (S.Scan) information systems (IS). More specifically, it relates to the pre-adoption phase, that is, the emergence of the idea of such a system and the evaluation of its need for the organization, upstream of any technological consideration. The research question is the following: what are the drivers and barriers that influence the pre-adoption of a S.Scan IS? The objective of this research is to extend knowledge on a subject that has received little attention from the scholars. Research's originality relies on the use of isomorphic processes from neo-institutional framework to study pre-adoption in the field of S.Scan. On the basis of a multi-method research combining qualitative and quantitative exploratory studies in the specific field of sustainable supply chains (SSC), our results highlight 31 drivers and barriers to pre-adoption of S.Scan IS, ten of which have not been identified before, and five types of pressures. They therefore suggest that pre-adoption of S.Scan IS can be subject to both functional and institutional pressures. It can be driven either by competitiveness or conformism pressures, and hindered by performance objectives or lack of coercive pressures. Finally, these results put a question mark about the understanding of the strategic dimension of S.Scan IS by organisations, and the government's role and its responsibility for promoting SSC initiatives and for the adoption of S.Scan IS on this issue.

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“…There has been support for this awareness/culture construct in the area of market orientation (Gelb et al, 1991;Ghoshal and Kim, 1986;Ghoshal and Westney, 1991;Kohli and Jaworski, 1990;Narver and Slater, 1990;Pole et al, 2000;Slater and Narver, 1994, 2000.…”

Section: Organisational Awareness/culturementioning

confidence: 99%

Investigate Competitive Intelligence Process: An Exploratory Study in Tunisian Companies

Nasri¹

2011

IBR

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The purpose of this study is to explore the aspects of management of competitive intelligence process in Tunisian companies. This exploratory study was conducted using semi-in-depth interviews with six executives in six companies in Tunisia. The results revealed by this study that the competitive intelligence as a competitive tool is unknown to the vast majority of Tunisian companies. It is not still a formalized stage, but it is in an embryonic way. Second, two most important of information are collected: profiles of potentials customers, and opportunities in new market. Thirdly, for analysing and synthesising information the results indicate that managers knows and uses the majority of methods to analyze competitive information gathered especially in making decisions that fall the marketing department. Fourthly, all companies spend most of their time in collecting information. Although planning what and how to collect information and analysis they receive relatively less attention. This research suggests that overriding influence on successful competitive intelligence process is the existence of a management support, culture and structure, which encourage and develop competitive intelligence activities in companies.

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Organizing competitor analysis systems

Cited by 147 publications

References 7 publications

Generating Competitive Intelligence in Organizations

Generating Competitive Intelligence in Organizations

Drivers and barriers to pre-adoption of strategic scanning information systems in the context of sustainable supply chain

Investigate Competitive Intelligence Process: An Exploratory Study in Tunisian Companies

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