The linkage between competitive intelligence and competitive advantage in emerging market business: A case in the commercial vehicle industry

Abstract

To achieve competitive advantage (CA) in emerging markets (EM) firms are suggested to increase market orientation, using competitive intelligence (CI) as a source to increase firm performance. However, in-depth linkage between CA and CI, as well as its awareness/culture and process/structure constructs, has been researched and understood only in a limited way in general and for EM business in particular. This paper gives in-depth clarification of six research questions relating to the connection between CI, its constructs and CA for EM business as well as how CI as a product/process could be adapted for a larger impact on CA. It reports on a qualitative, document and interview data based in-depth single case study at a CI department of a European Union (EU) commercial vehicle manufacturer engaging in EM business. It finds that overall the linkage of CI for CA was traceable and transparent to users/generators of CI in the specific case with ambiguously perceived limitations, and influenced by seven identified factors. Seven out of eight pre-identified CI constructs were promoted but also heterogeneously understood as contributing to CA, with no other relevant constructs identifiable. Adaptions for more impact on CA were recommended for CI as a product in a limited sense, and as a process with eight potential levers more comprehensively. These results help businesses to improve CI, its constructs, its products and process for a better linkage to CA and firm performance.