Knowledge is used as a focal factor for competitive advantage, through effective and efficient performances by employees in many organisations. As a result, knowledgeable employees are expected to share their knowledge with others to increase innovation within the organisation. Unfortunately, this is not always the case. Generally, employees behave differently within an organisation. The main challenge is that no organisation has total control of its employees’ behaviour and actions. The behaviour and action has impact on how information systems are deployed for innovation, in creating competitive advantage. As a result, many systems have been deployed by different organisations in attempt to address this challenge for the interest. Others have deployed competitive intelligence products and services. This is primarily intended to provide decision - makers with information that can contribute to the innovative process in order to meet customer needs. For an organisation to survive, it must be able to innovate and market its innovations. Also, innovation creates uncertainty about its consequences in the mind of potential adopters. There exists a discrepancy between what customers perceive as their problems or needs and what organisations understand these problems to be. This study was conducted with the primary aim to understand the impact of Competitive Intelligence (CI) on Information systems (IS) innovation products and services in organisations. The case study research method was employed, using a financial organisation. The Innovation-decision process, from the perspective of Diffusion of Innovation theory (DOI) was applied in the data analysis.

Intelligence is not a new concept and dates back to over 5000 years of Chinese history. The concept of competitive intelligence is, however, still an evolving field and consists of three main streams, i.e. military intelligence, national security and political science and business intelligence. The modern-day business interpretation of competitive intelligence has been changed and refined by various researchers, but the essence of these interpretations is the same and lies in the ethical gathering and interpretation of information to drive innovation and inform strategic decision-making. If successful, this assists companies in gaining a competitive advantage. The consulting engineering industry is experiencing major disruptions, such as rapid advancement in technology, the global economic downturn and changes in the traditional business arena. To combat these disruptions and gain long-lasting competitive advantage and growth, competitive intelligence must not only be embedded in the culture of a company, but also form the cornerstone of innovation and inform strategic business decisions. The aim of this study was to determine how competitive intelligence is implemented in an anonymous multinational consulting engineering company. To establish this aim, the nature of competitive intelligence was firstly investigated by defining the competitive intelligence process, identifying the influencers and attributes of useful information, studying the need for and challenges of competitive intelligence implementation and exploring some of the competitive intelligence tools/techniques. Secondly, the need for establishing a competitive intelligence culture was examined by explaining the concept of corporate culture and exploring the ways to foster a competitive intelligence culture and community. The challenges relating to the implementation of competitive intelligence across borders were also examined. Thirdly, the relationship between competitive intelligence and innovation and competitive intelligence and business strategy were studied. Lastly, the types of information gathered, stored and distributed within the company as part of competitive intelligence activities and its importance to employees were investigated. The research method of the study was a survey, the results of which were combined in 11 conclusive findings: • The existing information function of the company is not used as part of competitive intelligence activities • The business strategy is client-centric and the company views information on clients as most important • The company relies heavily on people as sources of information • War gaming is not seen as an important competitive intelligence tool, even though the industry is experiencing numerous disruptions • The company has a weak knowledge-sharing culture, resulting in a silo effect complicated by the multinational nature of the company • There is a need for a more formalised process, information repository/system and/or tools that will support information-sharing within the company • There is insufficient awareness, support and use of intelligence by the senior and top management of the company to drive a knowledge-sharing culture and support competitive intelligence efforts • The company views competitive intelligence as essential for gaining a competitive advantage, but is average when it comes to responding to changes in the business environment • The company believes competitive intelligence has a positive influence on decision-making and strategies are updated regularly based on intelligence received • Innovation is viewed as essential to the survival of the company and current initiatives to cultivate innovation should be expanded • The multinational nature of the company significantly increases the need for a more disciplined focus on competitive intelligence. Based on the findings, it was established that competitive intelligence is applied with relative success in some areas of the company, but that a more formalised approach will be beneficial. In conclusion, several actions the company could consider were recommended to enhance its current competitive intelligence activities. / Intelligence is not a new concept and dates back to over 5000 years of Chinese history. The concept of competitive intelligence is, however, still an evolving field and consists of three main streams, i.e. military intelligence, national security and political science and business intelligence. The modern-day business interpretation of competitive intelligence has been changed and refined by various researchers, but the essence of these interpretations is the same and lies in the ethical gathering and interpretation of information to drive innovation and inform strategic decision-making. If successful, this assists companies in gaining a competitive advantage. The consulting engineering industry is experiencing major disruptions, such as rapid advancement in technology, the global economic downturn and changes in the traditional business arena. To combat these disruptions and gain long-lasting competitive advantage and growth, competitive intelligence must not only be embedded in the culture of a company, but also form the cornerstone of innovation and inform strategic business decisions. The aim of this study was to determine how competitive intelligence is implemented in an anonymous multinational consulting engineering company. To establish this aim, the nature of competitive intelligence was firstly investigated by defining the competitive intelligence process, identifying the influencers and attributes of useful information, studying the need for and challenges of competitive intelligence implementation and exploring some of the competitive intelligence tools/techniques. Secondly, the need for establishing a competitive intelligence culture was examined by explaining the concept of corporate culture and exploring the ways to foster a competitive intelligence culture and community. The challenges relating to the implementation of competitive intelligence across borders were also examined. Thirdly, the relationship between competitive intelligence and innovation and competitive intelligence and business strategy were studied. Lastly, the types of information gathered, stored and distributed within the company as part of competitive intelligence activities and its importance to employees were investigated. The research method of the study was a survey, the results of which were combined in 11 conclusive findings: • The existing information function of the company is not used as part of competitive intelligence activities • The business strategy is client-centric and the company views information on clients as most important • The company relies heavily on people as sources of information • War gaming is not seen as an important competitive intelligence tool, even though the industry is experiencing numerous disruptions • The company has a weak knowledge-sharing culture, resulting in a silo effect complicated by the multinational nature of the company • There is a need for a more formalised process, information repository/system and/or tools that will support information-sharing within the company • There is insufficient awareness, support and use of intelligence by the senior and top management of the company to drive a knowledge-sharing culture and support competitive intelligence efforts • The company views competitive intelligence as essential for gaining a competitive advantage, but is average when it comes to responding to changes in the business environment • The company believes competitive intelligence has a positive influence on decision-making and strategies are updated regularly based on intelligence received • Innovation is viewed as essential to the survival of the company and current initiatives to cultivate innovation should be expanded • The multinational nature of the company significantly increases the need for a more disciplined focus on competitive intelligence. Based on the findings, it was established that competitive intelligence is applied with relative success in some areas of the company, but that a more formalised approach will be beneficial. In conclusion, several actions the company could consider were recommended to enhance its current competitive intelligence activities. / Dissertation (MIS) --University of Pretoria, 2016. / Information Science / MIS / Restricted

Competitive intelligence (CI) helps company to make right strategic decision in uncertain competitive environment. Many companies do different kinds of marketing research, but still have not adopted CI tools yet, especially in those countries where they have just started to implement instruments of free market economy. This could be related to Russian situation. The thesis is organized into three chapters. Competitive intelligence theory is explained in the first chapter. In the second chapter tools and techniques of competitive intelligence are discussed. Here the main tools are explained. Implementation of competitive intelligence tools is explained in third chapter of this thesis. Here we see developing new marketing strategy for restaurant chain by using competitive intelligence tools. 'Rosinter Restaurant Holding' is a leading casual dining chain operator in Russia. The main focus is made on 'Planet Sushi' restaurant chain in Omsk region. In this chapter we see implementation of competitive intelligence tools in marketing department while creating new strategy.

The content of this thesis is the introduction of Competitive Intelligence and its methods to companies in the chemical industry. The main objective of this work is to create particular solution of Competitive Intelligence for Lovochemie, a.s., i.e. to propose competent employee who will be periodically monitor the selected information resources using Competitive Intelligence software tools. The analyses were used to achieve this objective. At first analysis of the chemical industry was conducted in the Czech Republic and also in the world and analysis of the selected company has been created. Information resources that the company should follow through Competitive Intelligence tools were selected on the basis of this information. The first part deals with the introduction of Competitive Intelligence, intelligence cycle CI, strategic analysis methods and Competitive Intelligence tools for searching and monitoring of information on the Internet. The second part is devoted to the aforementioned analysis. At first the chemical industry is analysed and the world's biggest fertilizers producers are described. This section also introduces the company called Lovochemie, a.s., its competitors, suppliers and customers. In the last part of this thesis, the information resources available to the company and selected Competitive Intelligence tools are described. Finally, the particular solution for Lovochemie is created.

There are ethical concerns on how competitive intelligence (CI) is practiced. CI is mainly confused with industrial espionage or sometimes smeared with harmful unethical conduct. The assumptions have negative implications for the full recognition of CI as a profession and the reputation of the practice on, industries or firms and performance. In an attempt to address these concerns, the Strategic and Competitive Intelligence Professionals (SCIP) developed a CI code of ethics. However, critics of CI claim that the CI code of ethics has not been adopted by CI professionals, firms and industries. Moreover, there is very little evidence, if any, on how ethical theory influence the adoption of CI. In response to the critics, this study aimed at developing a CI Ethics Adoption Model (CIEAM) that will be the premise for analysing factors that positively or negatively influence the adoption of a CI code of ethics. This study followed interpretive structural modelling to identify core determinants of CI ethics adoption. Based on extracts from literature, a web-based questionnaire was designed, validated by CI experts and empirically/quantitatively tested by 184 South African ICT firms. The results reveal that South African ICT firms have adopted CI ethics to an absolute extent and utilises different CI ethics enforcement methods. The results also reveal that organisational and stakeholders’ factors, business ethics and ethical theories, decision-making factors, CI practice factors, raising CI ethics awareness, and CI ethics challenges are the core determinants for the adoption of CI ethics and are components of the CIEAM. In practice, the CIEAM may minimise unethical conduct by some CI professionals, and the confusion of CI with espionage, whilst improving the credibility and recognition of the CI profession. The model may also serve as a valuable tool for practitioners and scholars who need to measure the adoption of CI ethics across different business sectors. Theoretically, it may serve as input to the development of CI policies and CI ISO standards in the ICT industry and related industries. Recommendations are made towards the application of the model in other industries. / Business Management / D. Com. (Business Management)

To determine the extent to which Competitive Intelligence is used by South African companies to achieve a competitive advantage

This thesis serves as Competitive Intelligence in social networks study for 1.A&B a.s. marketing and advertising company. Thesis is devided ito four parts. First part introduces social network as today's phenomenon, presenting it's definiton, basic characteristics and short introduction to Czech and foreign social networks history. It also compares developement trends and user numbers. Second part is focused on defining the competitive environment of 1.A&B company, identifying its competitors on social networks, presenting their basic information. Social networks chosen for competitive intelligence work are selected using Czech internet popullation impact index. Third part is focused on gathering and then analysing introduced competitors' profiles on social networks using automated tools such as Facebook Graph API or commercial one - Social Bakers online tools. In final part, all gathered and analyzed data are evaluated and reccomendations for 1.A&B company are given.

Competitive Intelligence (CI) has become increasingly important for organisations in the private sector, or profit-making organisations, because the level and intensity of competition has increased in recent years. This increase in the level and intensity of competition has also affected the public sector, or non-profit-making organisations, such as Public Service departments. In South Africa, the Public Service departments have undergone significant changes, in order to rectify the injustices of the past. Despite much progress, it is noticed that government does not have sufficient capacity to deliver and sustain a quality service to its citizens. It is further noted that improved service delivery cannot be implemented by issuing of circulars only, and it is not just an administrative activity, instead it is a dynamic process and to do this, Public Service managers require new management tools. The Department of Home Affairs (DHA) was chosen as the case study Public Service department for this study. The purpose of this study was to ascertain how competitive intelligence tools and techniques could be implemented in Public Service departments in South Africa to enhance the delivery of services. This aim was established during this study by addressing the following issues: • Identifying how CI tools and techniques could contribute to the functioning of the Public Service sector. The study outlined the benefits of CI for public service organisations and focussed on several tools and techniques that could be used. Most of these tools and techniques were not used in DHA. • Assessing the current state of Public Service delivery in South Africa. It became evident from the study that the Public Service sector and in particular DHA was experiencing several problems in terms of achieving its service delivery mandate. The Department lacked structured and formal frameworks, policies and strategies for conducting its operations. The organisation was viewed to have many unskilled and de-motivated staff. The current state of service delivery in South Africa also revealed disturbing findings of corruption, fraud, nepotism, and extreme despair in staff that had to work in these conditions. • Identifying gaps in the Public Service current strategies for service delivery. It was established that DHA does not use reliable techniques and methods when conducting its strategic planning. Furthermore, staff lacked the competencies, skills and experience to assist in strategic planning. The existing strategic plan for DHA does not address the future desires of the organisation and can be regarded as a plan to address the immediate issues of the organisation only. • Identifying the forms of competition that impact service delivery in Public Service departments in South Africa. Several forms of competition were encountered at DHA. These forms of competition can be divided into three different areas namely internal competition in DHA, external competition and left field competition. The information about these forms of competition was not readily available to managers and decision makers therefore appropriate actions could not be taken to counteract the impact of the competition on service delivery. • Identifying initiatives adopted by Public Service departments to improve service delivery. It was evident from the study that while the new initiatives being implemented by DHA to improve service delivery would be able to, and in some cases, have already had a positive impact on the operating and service delivery environment, several concerns were also identified. • Designing a new CI related framework for gathering and analysing information that can be used in all Public Service departments in South Africa to improve service delivery. From the empirical investigations it became evident that no single CI tool or technique would have been able to address the situation at DHA, therefore, a combination of tools was necessary. These tools were depicted in a CI framework that DHA could use to gather and analyse information for decision making and service delivery. • Suggesting proposed solutions and recommendations that can assist Public Service departments in South Africa in improving its service delivery. It was evident that CI can contribute towards the enhancement of decision making and service delivery not only in DHA but also in all other Public Service departments in South Africa. / Thesis (DPhil)--University of Pretoria, 2009. / Information Science / unrestricted

This thesis examines the Competitive Intelligence behaviour and attitude antecedents of SME decision-makers in a funded environment in France. As a leader in CI national policy programmes, France draws attention to the imbalance between European nations on the tangible support afforded to SME communities. This two stage sequential mixed method study within the pragmatic paradigm evaluates Competitive Intelligence as a public policy to enhance SME sustainable competitiveness. Semi-structured interviews were undertaken with the directors of 15 Competitive Intelligence programmes at French Chambers of Commerce and Industry. Guided by the structure and Theory of Planned Behaviour, the findings from this qualitative phase were then used to develop a research instrument to test research questions that relate to behaviours, attitudes, background factors, choice of CI advisor, terminology, and perceived constraints. In this second stage data was obtained via questionnaire from 176 SME decision makers in the Rhône-Alpes and Ile de France regions, for the two sectors of Automobile and Telecoms. The findings show that tangible results have been achieved despite resistance from small businesses in regard to their Competitive Intelligence practices. The thesis uncovers innovative practices to change SME awareness, attitude, and practices of Competitive Intelligence. Evidence of significant relationships between terminology usage, advisor choice, and SME decision-maker attitudes towards CI practices provides insight for future behaviour intervention programmes and future research. The contribution of this study of SME Competitive Intelligence practices is a five stage Competitive Intelligence typology overlaid by corresponding CI manifestations. The findings will be of interest to future initiatives by public/private partnerships in both CI programme design and implementation. The originality of this study is the investigation of SME CI behaviour and attitude antecedents in a funded environment. The findings from this study will be of interest to SME managers, current and future government CI support programmes, and the academic community.

Motivated by the lack of models that can bring a general preparation formula for developing competitive intelligence in Trade Show, the authors researched in a theoretical database to develop a model that can bring a general vision for a company that wants to start to organize the personnel to gather competitive intelligence in trade show events.          Furthermore, was discovered that not many firms do actually realize the opportunities they have to acquire competitive intelligence in trade shows, that way the model was developed to facilitate the process.         The discovering of the research pointed Socialization as well as relationship building and strengthening were the main channels to acquire information. In addition, Trade Shows create a rich environment where most of the stakeholders are present and also willing to share knowledge and information, creating an even more favorable place to develop this kind of intelligence.         The model presented takes in consideration the company’s stakeholder, and how to allocate personnel in booths and in extensive research around the area, it also classifies the visitors and attendees in different groups, facilitating the organizing process to understand and explore more easily and efficiently the Trade Show. The models also suggest approaches to each group in order to don’t invest resources in an ineffective way.