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Competitive Intelligence in the Enterprise: Power Relationships

Competitive Intelligence in the Enterprise: Power Relationships

Relebohile Moloi, Tiko Iyamu
Copyright: © 2013 |Volume: 5 |Issue: 2 |Pages: 15
ISSN: 1942-535X|EISSN: 1942-5368|EISBN13: 9781466632936|DOI: 10.4018/jantti.2013040104
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MLA

Moloi, Relebohile, and Tiko Iyamu. "Competitive Intelligence in the Enterprise: Power Relationships." IJANTTI vol.5, no.2 2013: pp.50-64. http://doi.org/10.4018/jantti.2013040104

APA

Moloi, R. & Iyamu, T. (2013). Competitive Intelligence in the Enterprise: Power Relationships. International Journal of Actor-Network Theory and Technological Innovation (IJANTTI), 5(2), 50-64. http://doi.org/10.4018/jantti.2013040104

Chicago

Moloi, Relebohile, and Tiko Iyamu. "Competitive Intelligence in the Enterprise: Power Relationships," International Journal of Actor-Network Theory and Technological Innovation (IJANTTI) 5, no.2: 50-64. http://doi.org/10.4018/jantti.2013040104

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Abstract

Due to increasing challenges, as well as competitiveness, many organisations have sought advantaging and beneficiary techniques and options. One of those options is through Competitive Intelligence (CI) products, which some organisations have come to rely upon for sustainability and competitive advantage. Unfortunately, and to some degree, fortunately, there are different CI products which organisations could choose from. The products are supposed to be selected and deployed based on organizational requirements from both technical and business perspectives. Some organisations deploy more than one competitive intelligence product. Others are not guided, and do not understand the essence of the deployment, regarding achieving the organisational objectives. The fortunate and unfortunate situations which occur in the deployment of CI products in organisations are drawn from relationships amongst stakeholders in the selection and implementation processes. The relationships are manifested from control of sources which use the power for decision making. The relationships emanate from the fact that there are no proper comparisons of the products, driven by requirements. As a result, the organisations are faced and challenged with duplication and waste of resources. They struggle to determine their competitive advantage. This situation further manifests the complexity of technical and business artefacts. Case study research was conducted to understand how CI products are deployed in the organisation. A sociotechnical theory, actor-network theory was employed in the analysis of the data, primarily to examine and understand how control of resources for power defined and shaped relationships.

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