Competitive intelligence embeddedness: Drivers and performance consequences

被引：18
作者：
Markovich, Amiram [1 ]
Efrat, Kalanit [2 ,3 ]
Raban, Daphne R. [1 ]
Souchon, Anne L. [4 ]
机构：
[1] Univ Haifa, Fac Management, IL-3498838 Haifa, Israel
[2] Ruppin Acad Ctr, Sch Econ & Business Adm, IL-31905 Ruppin, Israel
[3] Univ Agder, Sch Business & Law, Dept Management, N-4604 Kristiansand, Norway
[4] Loughborough Univ, Sch Business & Econ, Ashby Rd, Loughborough LE11 3TU, Leics, England
来源：
EUROPEAN MANAGEMENT JOURNAL | 2019年 / 37卷 / 06期
关键词：
Competitive intelligence embeddedness; Web sources quality; Information use; Performance; COMMON METHOD VARIANCE; INFORMATION QUALITY; MARKET ORIENTATION; CUSTOMER SATISFACTION; BUSINESS INTELLIGENCE; EXPORT INFORMATION; ORGANIZATIONAL CAPABILITIES; DYNAMIC CAPABILITIES; SALES PERFORMANCE; FIRMS PERFORMANCE;
D O I：
10.1016/j.emj.2019.04.003
中图分类号：
F [经济];
学科分类号：
02 ;
摘要：
The proliferation of Web-based information sources and social media draw firms' attention to these channels as sources of competitive intelligence (CI). To date, research has focused mainly on information collection techniques rather than on CI uses and its influence on firm performance. We define CI embeddedness as the extent to which management and employees incorporate CI in daily routines, so that actionable knowledge is transferred throughout the organization. A survey of 124 decision makers reveals positive impact of Web CI sources as well as alliances with information providers on CI embeddedness. Furthermore, while CI embeddedness shows no direct influence on firms' performance, it has a mediated effect on performance through customer satisfaction. (C) 2019 Elsevier Ltd. All rights reserved.
引用
收藏
页码：708 / 718
页数：11
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