Business Intelligence versus Entrepreneurial Competitive Intelligence and International Competitiveness of North African SMEs

Tarek, Bel Hadj; Ghodbane, Adel

doi:10.1007/s10843-016-0194-8

Cited by 7 publications

(5 citation statements)

References 22 publications

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“…experts) by utilizing CI practices continuously for tactical and strategic purposes. This is in contrast to the literature (Gatsoris, 2012; Tarek and Adel, 2016) which suggests that the SMEs from various industries and countries are not that committed to CI practices due to their organizational and financial constraints. Also, another interesting finding is the rare use of the internet and SM as a source of information.…”

Section: Discussioncontrasting

confidence: 97%

“…The terms CI, business intelligence (BI) and others (i.e., competitor analysis) are all used interchangeably (Koseoglu et al, 2016;Soilen, 2017), at various times to describe more or less the same concept (Venter and Tustin, 2009). Other scholars (i.e., Sauter, 2010) have seen CI as a subset of business intelligence (BI), while others distinguish the BI and CI (Tarek and Adel, 2016). Tarek and Adel (2016) assert that CI is a multidimensional concept broader and more globalizing in nature than BI.…”

Section: What Is Competitive Intelligencementioning

confidence: 99%

“…Other scholars (i.e., Sauter, 2010) have seen CI as a subset of business intelligence (BI), while others distinguish the BI and CI (Tarek and Adel, 2016). Tarek and Adel (2016) assert that CI is a multidimensional concept broader and more globalizing in nature than BI.…”

Section: What Is Competitive Intelligencementioning

confidence: 99%

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Competitive intelligence practice in liquor retailing: evidence from a longitudinal case analysis

Priporas

2019

IJRDM

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Purpose Competitive intelligence (CI) is a vital tool for any company to survive and remain competitive in today’s hypercompetitive and uncertain business environment. The purpose of this paper is to investigate the use of CI in liquor retailing in the USA. Design/methodology/approach An exploratory single longitudinal case study was performed through observation and semi-structured interviews plus examining documents from secondary sources in two phases. Content analysis was used for the data analysis. Findings Regardless of the small size of the company, the owner has an active attitude toward monitoring competition by using various sources of information and converting it into intelligence for making sound decisions for both short-term and long-term competitiveness. Also, the central role of the owner in the CI process has been verified. Originality/value This study responds to calls for more case studies in the field and is the first one to explore CI in the liquor retailing ecosystem by using a longitudinal case study. In general, studies of CI in retailing are limited. It has clear value to CI practices for retailers in the USA and in general.

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Section: Discussioncontrasting

confidence: 97%

Section: What Is Competitive Intelligencementioning

confidence: 99%

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Competitive intelligence practice in liquor retailing: evidence from a longitudinal case analysis

Priporas

2019

IJRDM

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“…Nyblom, Behrami, Nikkilä, & Søilen [31] developed an evaluation model to measure the performance of BI in Swedish companies, while Legendre [32] performed a BI measurement model [25] that generated a BI model in North Africa SMEs and, ŢONIŞ & Bucea [34] who proposed a model for BI of SMEs in Romania. Other studies managed and processed data through BI, such as that of Augusto & Pereira [35], who made a large -scale database on cancer studies, in the same way, Blanco, Milena, Córdoba, & Ballesteros [36] managed the information obtained from social networks for its application in the Pedagogical and Technological University of Colombia.…”

Section: Decision Support System (Dss)mentioning

confidence: 99%

Identifying the main factors involved in business intelligence implementation in SMEs

et al. 2020

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In recent years, the use of information and communication technology (ICT) tools has been recognized as a critical element for the development of enterprises; being mainly exploited by large companies. However, small and medium enterprises (SMEs) have yet opportunities to take advantage of them; this is the case of the implementation and usage of business intelligence (BI), which is a term that encompasses applications, tools, and methodologies that support decision-making process at a managerial level. Nevertheless, so far there is not a clear approach for its adoption in SMEs, for this reason, this work aims to identify the main factors involved in Business Intelligence implementation in SMEs through a literature review. Information for the analysis was gathered from scientific databases. The results showed main factors that influence the adoption of BI technologies in SMEs as well as recommendations given by several authors to ensure success in the process.

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“…Following this logic, the literature has given birth to different practices trying to apprehend the management of information and knowledge, it results generally two families: behaviors related to the internal environment and analyzed by Knowledge Management and organizational learning (Villar et al, 2013, Valentim et al, 2016 and behaviors related to the external environment of the SME and studied by the business intelligence (Amabile et al, 2013) and the competitive intelligence (Tarek et Adel, 2016). In this paper we will focus more specifically on the concept of Knowledge Management (KM).…”

Section: Knowledge Managementmentioning

confidence: 99%

A Conceptual Model of Knowledge Management Practices and Internationalization of SMEs

Houssaini

2019

ESJ

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This work aim is to study the relationship between the internationalization of SMEs and Knowledge Management practices. In order to better assimilate the behaviour of these companies, we will focus on their main features as well as the different forms of possible entries to foreign markets. Afterwards, interest will be focused on the role of knowledge in the internationalization process. Through the literature review, it turns out that researchers mainly focus on the perception, the implementation and the transfer of knowledge practices, while neglecting other aspects like identifying, sharing and applying knowledge. For this purpose, we will attempt to conceptualize relations that require more attention in future research. The proposed model can form a basis for future researches in International Business and Knowledge literature.

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Business Intelligence versus Entrepreneurial Competitive Intelligence and International Competitiveness of North African SMEs

Cited by 7 publications

References 22 publications

Competitive intelligence practice in liquor retailing: evidence from a longitudinal case analysis

Competitive intelligence practice in liquor retailing: evidence from a longitudinal case analysis

Identifying the main factors involved in business intelligence implementation in SMEs

A Conceptual Model of Knowledge Management Practices and Internationalization of SMEs

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