Current state of competitive intelligence in South Africa

Sewdass, Nisha; Toit, Adeline Du

doi:10.1016/j.ijinfomgt.2013.10.006

Cited by 54 publications

(45 citation statements)

References 9 publications

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“…Porter's work on strategic management and competitiveness created the background for the development of competitive intelligence as a subject field (Porter 1990;Viviers, Saayman & Muller 2005b:578). This is especially important for the emergence of competitive intelligence as a generalised subject field that can contribute to the expansion of the field of strategy as a critical decisionmaking function within the organisation (Adidam et al 2012:243;Carter et al 2008;Sewdass & Du Toit 2014).…”

Section: Literature Review For Thematic Content Analysis Competitive mentioning

confidence: 99%

The practice turn within strategy: Competitive intelligence as integrating practice

Maritz

Toit

2018

SAJEMS

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Background and aim: This article investigated the positioning of competitive intelligence within the field of strategy. Methods: Publications on strategy and competitive intelligence were reviewed through thematic content analysis based on an extended literature review to determine their respective contents and how strategy as practice related to the crystallised competitive intelligence themes. Results: The research demonstrated that strategy and competitive intelligence are inextricably interwoven. Competitive intelligence was shown to be not merely an activity or sequence of activities within the broader strategic management process, but a significant strategic practice. Conclusion: We argued, based on a comprehensive literature review, that competitive intelligence is an integral practice within strategy that should be explored further for its contribution to emergent and deliberate strategies and the linkage between intra-organisational and extra-organisational activities. We proposed a framework to position competitive intelligence within strategy as practice and in relation to the process view of strategy. The conceptualised framework contributes to the corpus of strategy research as it formalised competitive intelligence as a critical part in the thinking about and the practice of strategy. It moved competitive intelligence from a position on the periphery of strategic management literature, where it was regarded as a mere activity, to an integral practice of strategy to be recognised by strategy scholars and worthy of further research.

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Section: Literature Review For Thematic Content Analysis Competitive mentioning

confidence: 99%

The practice turn within strategy: Competitive intelligence as integrating practice

Maritz

Toit

2018

SAJEMS

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“…CI becomes critical in decision making processes and policy formulation. According to Sewdass and Toit (2014), "CI has a positive impact on economies and on the quality of lives of citizens. "…”

Section: Global Overview Of the Role Of Competitive Intelligence On Cmentioning

confidence: 99%

“…Calof and Skinner (1999) in Maune (2014c) argue that a country is likely to underperform without an appropriate CI infrastructure. They further state in Sewdass and Toit (2014) that, "countries such as France, Sweden, Japan and Canada have recognized the value of government and industry working jointly in the development of an intelligence culture." According to Sewdass and Toit (2014), "the new paradigm in development economics is based on self-analysis, self-reliance and self-renewal, which would seem to necessitate a development-orientated intelligence policy in a country."…”

Section: Global Overview Of the Role Of Competitive Intelligence On Cmentioning

confidence: 99%

Competitive intelligence as a game changer for Africa’s competitiveness in the global economy

Maune¹

2020

JISIB

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This article presents a “competitiveness intelligence” conceptual framework developed from a literature review for adaptation by African countries to improve their competitiveness in the global economy. The role of competitive intelligence in national competitiveness has been shrouded with a lot of controversy in this era of trade liberalisation, globalisation and the fourth industrial revolution. We see Africa’s poor performance in the global competitiveness rankings. Research findings, however, show a positive nexus between competitive intelligence and competitiveness, though not much is known pertaining to Africa. The presented conceptual framework will, however, act as a catalyst for the adoption of competitive intelligence by African countries to improve their performance in the global economy. This article is of great importance to policymakers, researchers and academia. Furthermore, given the history and importance of competitive intelligence in economic development, the conceptual framework has the potential to inspire many African countries through subsequent adaptions.

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“…The coding of matches can be understood as primary sources of information since the coach can assign specific data to be collected in this manner for his own informational needs (O'Donoghue, 2009, Sewdass & Du Toit, 2014. On the contrary, match and statistical data obtained from internet websites are regarded to be secondary information sources, since it was not explicitly collected for specific informational needs identified by the coach, but collected in general.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

The Variance of Information Management by South African Sport Coaches Within Different Competitive Levels

Berg¹

2019

Proceedings of the 52nd International Academic Conference, Barcelona

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Information management of sport coaches is a crucial factor that contributes to their competitive success. In current sport competitions, it is not a matter of if coaches are collecting and using information, but how it is being managed to provide an advantage. In this respect, National Federations as sport governing bodies, should support and develop the information management skills and activities of coaches. Therefore, it is important to gain insight into how coaches from various competitive levels currently utilise the available information for enhanced competitiveness. This research followed a qualitative design with data collection performed through semi-structured interviews with high-level cricket coaches and their support staff. Deductive codes of person collecting data, skills of the person collecting, methods used (which includes technology), sources utilised, finances and value assigned derived from the first stage of the competitive intelligence 4Cs process model by Weiss (2002) were used to code the interview data. The inter-and intra-rater coding procedure was substantiated by strong Cohen's Kappa values of 0.80 and 0.78 for intra and inter-rater reliability. The findings indicated clear differences between coaches' data collection management within the various competitive levels. This sheds light on previously hidden practices of coaches, and adds to the current knowledge pool. Likewise, the findings highlight the contrast of extremely professional data collection management at the highest cricket competitive level, compared to situational, unprofessional, irregular and, in some instances, complete lack of data collection management at the lower competitive levels. The findings could guide the National Federations to develop coach educational programmes to enhance the information management process of cricket coaches across the various competitive levels.

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Current state of competitive intelligence in South Africa

Cited by 54 publications

References 9 publications

The practice turn within strategy: Competitive intelligence as integrating practice

The practice turn within strategy: Competitive intelligence as integrating practice

Competitive intelligence as a game changer for Africa’s competitiveness in the global economy

The Variance of Information Management by South African Sport Coaches Within Different Competitive Levels

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