Strategic Uncertainty and Firm Performance: The Mediating Role of Competitive Intelligence Practices

Yap, Ching Seng; Rashid, Zabid Abdul; Sapuan, Dewi Amat

doi:10.1142/s0219649213500287

Cited by 9 publications

(6 citation statements)

References 51 publications

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“…Numerous studies stress the value CI provides in improved decision-making and strategy (Yap and Sapuan, 2013), while empirical research has addressed the CI process and firm context. Yet, little to no research has brought this information together to build a conceptual model.…”

Section: Discussionmentioning

confidence: 99%

“…While, Dishman and Calof (2008) stated infrastructure aids "the effectiveness as well as the efficacy of the intelligence effort within the firm" (p. 779). Yap and Sapuan (2013) noted its benefits: [to] systematically conduct CI activities is seen to be crucial in making effective business decisions and to help business to be more attuned to changes in the business environment" (p. 1).…”

Section: Firm Context and The Competitive Intelligence Processmentioning

confidence: 99%

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Competitive intelligence: a prescription for US health-care?

Freyn

Farley

2020

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Purpose This paper aims to illustrate how integrating competitive intelligence (CI) into a US health-care firm can aid in information sharing and building knowledge for the organization. Design/methodology/approach This study is exploratory using a systematic literature review to develop a conceptual model applied to the US health-care industry. Findings This research presents key propositions of CI’s role in the CI process along with the C-suite’s role in supporting a process and culture to ultimately, gain competitive advantage through the knowledge-based view. Practical implications With the growing volume of data, a unified system and culture within a firm is paramount. The US health-care system is a privatized industry that has become more competitive stifling information sharing. The need for prompt and accurate decision-making has become an imperative. Crises, like the current COVID-19 pandemic, only exacerbate the issue. This model offers a blue print for executives to build a CI function and encourage information sharing. Originality/value Previous research has focused on the CI process and its value. Yet, little research is found on how to integrate CI into a firm and its role through the CI process. This study builds a conceptual model addressing integration and the flow of information to knowledge along with key firm dynamics to nurture the function. Although the model is applied specifically to US health care, it offers application to most any industry.

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Section: Discussionmentioning

confidence: 99%

Section: Firm Context and The Competitive Intelligence Processmentioning

confidence: 99%

Competitive intelligence: a prescription for US health-care?

Freyn

Farley

2020

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“…This points toward the ability of CI to encourage strategic thinking and stimulate dialogue with decision-makers (Gilad, 2016); therefore, organised CI plays a critical role in corporate strategy (Colakoglu, 2011). Previous research from Yap et al (2013a) indicated that CI is central to supporting strategic decision-making and planning along with identifying opportunities and threats.…”

Section: Strategy Managementmentioning

confidence: 99%

“…Concurring, Rashid (2011), andYap et al (2013b) found that more than half of the surveyed organisations had a formal CI unit in the marketing, market research, or corporate planning departments. Furthermore, their study revealed that these units had been in place for 5 to 9 years, with an average of 2 to 5 full-time individuals in charge of CI activities.…”

Section: Structure and Processmentioning

confidence: 99%

Developing a competitive intelligence strategy model for South African life assurance industry

Maluleka

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I Mpho Lawrence Maluleka declare that (I) The research reported in this thesis, except where otherwise indicated, is my original research.(ii) This thesis has not been submitted for any degree or examination at any other university.(iii) This thesis does not contain other persons' data, pictures, graphs or other information, unless specifically acknowledged as being sourced from other persons. (iv) This thesis does not contain other persons' writing, unless specifically acknowledged as being sourced from other researchers. Where other written sources have been quoted, then: a) their words have been re-written, but the general information attributed to them has been referenced. b) where their exact words have been used, their writing has been placed inside quotation marks, and referenced. (v) Where I have reproduced a publication of which I am author, co-author, or editor, I have indicated in detail which part of the publication was written by myself alone and have fully referenced such publications.(vi) This thesis does not contain text, graphics or tables copied and pasted from the Internet, unless specifically acknowledged, and the source being detailed in the dissertation/thesis and in the references sections.

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“…Mientras que las grandes empresas han ido integrando la IC en el desarrollo estratégico, las PYMEs se limitan a la realización de la vigilancia de los mercados y la competencia (J. R. . Se identifica que las PYMEs con orientación global y estrategias de diferenciación tienen incorporan más las prácticas de IC y monitorización del entorno de manera más efectiva y formalizada (S. Debido a ello las PYMEs realizan actividades IC de manera fundamentalmente informal (Ching Seng Yap & Abdul Rashid, 2011), y su prácticas difieren sustancialmente de las de las grandes empresas..…”

Section: Desafíos De La Ic Efectiva En Las Pymesunclassified

Inteligencia competitiva para la innovación en PYMEs : identificación de factores clave

Gallardo Rodríguez

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The study focuses on SMEs in the industrial sector in Catalonia, with the aim of identifying competitive intelligence systems suitable for SMEs, the areas with the greatest potential impact with the implementation of a system IC for innovation, and 3 main key to the success of Competitive Intelligence for Innovation in SMEs factors. This requires a review of the particularities of SMEs was conducted, he analyzed Innovation as competitive strategy and the IC as a strategic tool for innovation. The uniqueness of innovation and SMEs IC in order to determine the key to the success of the IC for innovation in SMEs studied factors. These factors were checked empirically a pragmatic approach to joint research and qualitative study design - quantitative. To this end, 15 semi-structured SMEs validating the factors identified in the literature and key elements surfacing new interviews. Based on the results of this first phase, a quantitative survey that was sent to the industrial SMEs of Catalonia, of which 193 surveys were obtained completely answered designed. The absence of specific models of IC adapted to the reality of SMEs was confirmed, and while a number of empirical studies practices IC were identified in different countries of the world, in every country there are few studies and appear disconnected from each would bring together the other without knowledge of each. It also concluded that the companies in the survey conducted monitoring considered key areas and therefore has greater involvement in performance and result. Virtually all of the factors and variables identified in the literature review and semi-structured interviews have moderate or strong correlations with variable Effective realization of HF, except human factors Quality and Market Orientation Factor ( with correlations. but weak) Awareness and information (no significant correlation). The main key factors most influence were identified structure IC function in the organization, the integration of information technology in the enterprise, the level of visibility and return of function of IC, and the availability of resources. Also significant were corroborated as key factors in this case moderate wood, the level of competition and information behavior in the organization, the ability to share information, the intensity of exposure to information, and organizational culture El estudio se centró en PYMEs del sector industrial en Catalunya, con el objetivo de identificar sistemas de Inteligencia Competitiva adecuados para pequeñas y medianas empresas, las áreas con mayor potencial de impacto con la implantación de un sistema de IC para la innovación, y 3 los principales factores clave para el éxito de la Inteligencia Competitiva para la Innovación en PYMES. Para ello se realizó una revisión de las particularidades de las PYMEs, analizó la Innovación como estrategia competitiva y la IC como herramienta estratégica y para la innovación. Se estudió la singularidad de la innovación y la IC en las PYMES con el fin de determinar los factores clave para el éxito de la IC para la innovación en PYMEs. Dichos factores fueron chequeados de manera empírica con un enfoque de a investigación pragmático y un diseño metodológico mixto cualitativo ¿ cuantitativo. A tal efecto se realizaron entrevistas semi-estructuradas a 15 PYMEs validando los factores identificados en la literatura y aflorando nuevos elementos clave. En base a los resultados de esta primera fase se diseñó una encuesta cuantitativa que se envió a las PYMEs industriales de Catalunya, de las que se obtuvieron 193 encuestas respondidas completamente. Se confirmó la no existencia de modelos específicos de IC adaptados a la realidad de las PYMES, y si bien se identificaron varios estudios empíricos de las prácticas de IC en diferentes países del mundo, en cada país son pocos los estudios y aparecen desconectados los unos de los otros sin aglutinase el conocimiento de cada uno de ellos. Asimismo se concluyó que las empresas de la encuesta realizan la monitorización de las áreas que consideran claves y que por tanto tiene mayor afectación en su desempeño y resultado. Prácticamente la totalidad de los factores y variables identificados en la revisión de la literatura y en las entrevistas semiestructuradas tienen correlaciones moderadas o fuertes con la variable de Realización efectiva de la IC, a excepción de los Factores de Calidad del Factor humano y Orientación al mercado (con correlaciones existentes. pero débiles) y Conciencia de la información (sin correlación significativa). Los principales factores clave con mayor influencia identificados fueron la estructura de la función de IC en la organización, la integración de las tecnologías de la información en la empresa, el nivel de visibilidad y retorno de la función de IC, y la disponibilidad de recursos. También fueron corroborados como factores clave significativos, en este caso de madera moderada, el nivel de competencia y comportamiento informacional en la organización, la capacidad de compartición de la información, la intensidad de exposición a la información, y la cultura organizativa. Finalmente la investigación identificó las relaciones entre las actividades clave de las PYMEs industriales (en función de su valor competitivo y como parte del núcleo de actividad de su negocio) y el grado de utilización de informaciones externas para la toma de decisiones e introducción de innovaciones en cada una de dichas actividades clave

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Strategic Uncertainty and Firm Performance: The Mediating Role of Competitive Intelligence Practices

Cited by 9 publications

References 51 publications

Competitive intelligence: a prescription for US health-care?

Competitive intelligence: a prescription for US health-care?

Developing a competitive intelligence strategy model for South African life assurance industry

Inteligencia competitiva para la innovación en PYMEs : identificación de factores clave

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