Competitive Intelligence Practices and Organizational Performance Linkage: A Review

Abstract

Scholars have intensely researched competitive Intelligence or CI for decades. This topic has been under constant investigation and development concerning business strategy in soaring business performance. This paper critically examines and integrates the Competitive Intelligence Practices by different industries and its relationship on organizational performances. The review employed Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) and utilizes three databases (Science Direct, Scopus, and Proquest) from January 2014 to November 2019. This timeframe and databases were preferred because the articles collected have been through a quality control process and comprehensive source for research performance data and analytics. As many as 666 articles were narrowed down to 20 articles to meet the criteria of this study. Conclusively, six main themes were identified, which are Organizational awareness, CI process, Social capital, CI Challenges, Competitive advantages and Sustainability based on the thematic analyses. Furthermore, another five sub-themes emerge from these key themes. A deduction is made concerning a relationship between Competitive Intelligence Practices and Organizational performance. This paper also suggests conducting more studies in service industries, especially the hospitality industry because of its economic impact and the changing landscape in today's consumer.

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

“…The overall mean score of 3.572 indicates that 71.44% of the respondents agreed that moderate leadership levels impact CIE. This result shows that the respondents perceived CI use at various levels throughout the organisation's value chain and departments, regardless of position (Asri & Mohsin, 2020).…”

“…Mohsin et al (2015) also found that CI positively correlated to innovative performance. In contrast, Asri and Mohsin's (2020) study deduced a relationship between CI practices and organisational performance. Magasa, Mphahlele and Awosejo (2014), and Stefanikova et al (2015) found that implementing and utilising CI enhance performance and affect an organisation's sustainable growth.…”

“…In contrast, Chinyamurindi (2016) found that middle management communicates information gathered from CI to top managers to assist them in making strategic decisions. This result shows that CI is used at various levels in the organisation's value chain and departments, regardless of position (Asri & Mohsin, 2020). Leaders must elaborate fundamental measures within the organisation to effectively implement potential changes (Cekuls, 2015b).…”

“…Concurring, Asri and Mohsin (2020) showed that respondents perceived CI was being used at various levels throughout the organisation's value chain and departments, regardless of position. Equally, Chinyamurindi (2016) showed that middle-management communicated information gathered from CI to top managers to assist them in making strategic decisions.…”

“…Similarly, research by Yin (2018) showed that CI was positively related to organisational performance. A recent study by Asri and Mohsin (2020) concluded that a relationship between CI practices and organisational performance exists. Equally, Irenaus et al…”