The role of structural capital on competitive intelligence

Abstract

Purpose -This paper aims to explore the role of structural-organizational capital (or intelligence) in gathering, producing and transmitting competitive intelligence (CI) to enhance organization competitive advantage. Design/methodology/approach -A questionnaire-oriented survey covering 200 Iranian companies as samples was conducted to collect data for the study. Findings -The findings indicate that the information systems (as the structural capital) and the content factors (as the organizational capital) of the structural-organizational intelligence (SOI) are significantly related in attaining CI. The study also provides empirical evidence that attaining CI is positively related to organization competitive advantage. Research limitations/implications -First, the companies chosen for the study were mainly large companies. Thus, the results may not be applicable to smaller companies; second, this survey was limited to one country (Iran); third, 40 percent of the respondents were from state companies, which because of using state budget and being active at the monopolistic markets inside the country might be a negative effect on the amount of using SOI. Practical implications -Future studies might be extended to analyzing the relationship among other factors of intellectual capital and CI and should seek to utilize multiple respondents from multinational companies to enhance the research findings. Originality/value -The paper provides some of the very first insights into development of structural capital concept and its effects on organization. Previous studies were independent of structural-organizational capital (intelligence). This study aims to fill that gap by studying downstream impact of SOI application on both the admission of CI information and organization competitive advantage.

Uma análise cienciométrica da literatura de inteligência competitiva

“…As mudanças ocorridas na última década no contexto tecnológico provocaram o aumento da competição global e do dinamismo dos mercados através da maior agressividade dos concorrentes atuais e do ingresso de novos competidores (Zangoueinezhad & Moshabaki, 2009). Enquanto o mundo dos serviços se industrializa com ferramentas e objetos técnicos como softwares, as indústrias concebem sua atividade cada vez mais como um serviço (Lévy, 2004).…”

“…Tais mudanças também foram impulsionadas pelo aumento da disponibilidade de informações, simbolizado pela proliferação das bases de dados comerciais acessíveis pela internet, que permitiu o refinamento dos modelos de decisão (Zangoueinezhad & Moshabaki, 2009). Consequentemente, o conhecimento passou a ser o recurso organizacional mais relevante e a aprendizagem, seu processo fundamental (Liu & Wang, 2009 Diante desse atual ambiente corporativo, possuir a informação correta não representa o fim, mas o início de um processo de decisão mais assertivo.…”

Investigate Competitive Intelligence Process: An Exploratory Study in Tunisian Companies

“…In recent years, Competitive intelligence has become significant in management discipline and strategic management (Zangoueinezhad et al, 2008). According to Kahana (1996), many reasons why companies need Competitive intelligence now more than ever:…”

“…Competitive intelligence is the art of collecting, processing and sorting information to be made available to people at all levels of the firm to help shape its future and protect it against current competitive threats (Zangoueinezhad et al, 2008). It should be legal and respect codes of ethics: it involves a transfer of knowledge from the environment to the organization within established rules.…”

Exploitation or Exploration? The Intelligent Approach

“…According to Zangoueinezhad and Moshabaki (2009), competitive intelligence is a process that allows the organization to know their competitors, their moves and decisions, staying this way one step ahead of them. The knowledge gathered throughout the competitive intelligence process may be applied to the short-and long-term strategic planning (Dishman & Pearson, 2003;Jourdan, Rainer & Marshal, 2008;Wright, Pickton & Callow, 2002).…”