Construct · 4 names · 5 citations
Different names. Different fields. One construct. One map.
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The organized effort to gather, analyze, and act on legally obtained information about rivals, customers, and the wider market, so that a firm can anticipate competitive moves and shape its own strategy. Dishman and Calof's 2008 Competitive intelligence: A multiphasic precedent to marketing strategy described this activity as a repeating cycle of planning, collection, analysis, and delivery that feeds decision makers, and treated it as the label used in the practitioner and strategy tradition. The referent is a single organizational routine for watching the outside environment, and the strategy and marketing literature simply calls it competitive intelligence, where the management, marketing, and information systems literatures reach for other names for what is largely the same routine.[1]
The way managers watch the outside environment for information about events, trends, and relationships that could affect the organization, so they can plan a response before change forces one. Aguilar's 1967 book Scanning the Business Environment named this activity, and Daft, Sormunen, and Parks's 1988 Chief executive scanning, environmental characteristics, and company performance measured how often and how intensively chief executives scanned different parts of that environment. The referent is the same outward-looking information routine studied elsewhere as competitive intelligence, but the management literature frames it around the executive's attention and calls it environmental scanning rather than intelligence.[2][3]
Within the market orientation tradition, the organization-wide generation of information about current and future customer needs and the forces that shape them, treated as the first step of being market oriented. Kohli and Jaworski's 1990 Market orientation: The construct, research propositions, and managerial implications defined intelligence generation as producing information not only on customers but on competitors, regulation, and other external factors, then spreading and acting on it across the firm. The referent is again the same outward information routine, but the marketing literature ties it to customer focus and calls it market intelligence or intelligence generation, where strategy names it competitive intelligence and management names it environmental scanning.[4]
The information systems account frames the same activity around the data and analytic tools that support it: the technologies, databases, and methods that turn raw data into analyses managers use to decide. Chen, Chiang, and Storey's 2012 Business intelligence and analytics: From big data to big impact traced how this labeling grew from decision support and data warehousing toward large-scale analytics, and treated business intelligence and analytics as the umbrella term for data-driven support of organizational decisions. The referent overlaps heavily with the other three, since much of what business intelligence analyzes is competitor and market information, but this tradition emphasizes the technical apparatus and calls the whole thing business intelligence.[5]
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