Competitive intelligence information and innovation in small Canadian firms

Abstract

PurposeThe paper seeks to examine the relationship between the number of competitive intelligence (CI) information topics used by small Canadian firms and their innovation performance, measured by the number of newly launched products, processes and services.Design/methodology/approachA CI information framework was applied including 42 information topics classified into four groups, i.e. industry, competitors, customers and firm. The 45 firms in the sample were classified into three types, i.e. new technology‐based, specialized supplier, and service firms. Statistical analysis was used to analyze the relationship between CI information and innovation.FindingsAnalysis of the results suggested that there was a clear relationship between the CI information firms used and their innovation performance, specialized suppliers firms were the most efficient users of CI information, information about industry and competitors was the least used but highly relevant for firms' innovation performance, and information about customers was found to be highly used and relevant for the innovation of all firms.Practical implicationsThe methodological validation of the CI information framework could help executive managers in the development of analytical tools enhancing the role of CI for new product/process/service launch.Originality/valueThe results demonstrate the need for using appropriate firm classifications and in depth statistical analysis when studying the relationship between CI information and innovation.

Competitive Intelligence Among SMEs: Assessing the Role of Entrepreneurial Attitude Orientation on Innovation Performance

“…This result corroborates the findings by Hussein et al (2011) and Tanev and Bailetti (2008) that CI leads to innovativeness, creation of ideas and increase in innovative performance among the SMEs. This also leads to a strong support to the reasoning by Petrişor and Străin (2013), Jaworski, Macinnis, and Kohli (2002) and Krücken-Pereira, Debiasi, and Abreu (2001) that CI is a tool for innovation that supports an organisation's business strategy, market penetration, and development and product innovation.…”

“…Canadian and Iranian small businesses are also involved in CI to increase their innovative performance (Hussein et al, 2011;Tanev & Bailetti, 2008;Tarraf & Molz, 2006) and regards CI as crucial to their business success. SMEs in the European Union also have direct support from their governments to support the use of CI by raising awareness campaign and assisting in skill development (Larivet, 2009;Smith, Wright, & Pickton, 2010).…”

“…A review of the literature also shows a positive relationship between CI and innovative performance and CI also leads to the creation of innovativeness in small businesses (Hussein, Farzaneh, & Amiri, 2011;Tanev & Bailetti, 2008). Hence, to compete effectively, SME must practice CI in their day-to-day business activities.…”

Competitive Intelligence Practices and Firm Performance

“…This finding can be explained by the fact that in a less turbulent environment, firms tend to focus on obtaining and using internally generated intelligence since the information of external environment is unavailable. Tanev and Bailetti (2008) examined the relationship of CI information use and innovation performance of Canadian small and medium firms from three industry categories -new technology-based, specialized suppliers and service firms. The CI topic is classified into four groups -industry, competitors, customers and firm.…”

La información como recurso estratégico en las empresas de base tecnológica

“…Los estudios prácticos más representativos han sido el de Gomes y Rocha (2011) y el de Periotto (2010) en relación con la gestión de la información, y los Tanev(2007;Tanev y Bailetti, 2008) en cuanto a la inteligencia competitiva. En este último aspecto, desde un análisis más teórico, ha sido igualmente significativo el artículoelaborado por Merino Moreno (2011).…”