Competition Is Great
Libri, Vol. 61, pp. 175–189, September 2011 • Copyright laws © by Walter sobre Gruyter • Berlin • Boston. DOI 10. 1515/libr. 2011. 015
Competitive can be Killer
Ching Seng Yap and Maryland Zabid Abdul Rashid
Dr . Ching Seng Yap, Assistant Professor, Graduate student School of Business, Universiti Tun Abdul Razak, Kuala Lumpur, Malaysia Email: [email protected] edu. my Dr . Maryland Zabid Abdul Rashid, Teacher, and President & Vice Chancellor, Universiti Tun Abdul Razak, Kuala Lumpur, Malaysia Email: [email protected] edu. my personal Abstract This kind of study looks at the level of competitive intelligence practices undertaken by Malaysian publiclisted companies, and the relationship between competitive cleverness and firm performance. Data was collected from 123 companies around various industry categories. The research finds that competitive cleverness has been utilized at an early stage in addition to a moderate level among Malaysian firms. The top three intelligence industries rated by sampled companies are customers, competition and the economy. Competitive cleverness is mostly used in making proper decisions with regards to capacity expansion, new product development, and tactical alliance. Competitive intelligence practice relates positively to firm performance. Firms with a formal versus simple competitive intelligence unit achieve higher firm performance because measured by organizational progress and profitability. The article involves implications and recommendations for upcoming studies. Launch The business environment has become even more turbulent and competitive because of advancement details and communication technologies and globalization. Firms are forced and challenged by these kinds of phenomena whilst striving for their particular business accomplishment or even all their survival. Competitive Intelligence (CI) emerges among the measures intended for companies to handle the competitive environments better. CI is usually both a process and an item. As a method, CI is a set of legal and ethi-
cal techniques for collecting, producing, analyzing and disseminating workable information associated with competitors, suppliers, customers, the business itself and the business environment (Society of Competitive Intelligence Professionals [SCIP] 2009). Like a product, CI is information about the present and future conduct of rivals, suppliers, buyers, technologies, federal government, acquisitions, marketplace and general business environment (Vedder and Guynes 2001). Cases arise where CI brings confident impacts about firm performance in different areas, for instance, Merck & Co., NutraSweet, Tx Instrument, Layer, Eastman Kodak Company, Motorola, AT& Big t, Metropolitan Insurance coverage Company, Marion Merrell Dow, FMC & Corning (Gilad 1989; Rouach and Santi 2001). CI becomes a key factor to endured competitive advantage, integration of business strategy and environment, and technique formulation and implementation. Effective CI practices will lead to successful alignment of competitive strategies with environmental requirements and the success of outstanding performance. CI is perceived to be an integral part when evaluating competition and devising trickery and proper plans. CI is commonly used in four main areas relevant to strategy in companies: support for strategic decision-making; provide early caution of options and dangers; competitor analysis and checking; and support for tactical planning and implementation (Caudron 1994; Prescott and Johnson 1989). Despite the increasing importance of CI in operation organizations, you will discover few organized attempts to marshal empirical evidence about the relationship among CI procedures and company performance. Literary works also reveals that current evidence of the worth and impact of CI is anecdotal or contains indirect analysis (McGonagle and Vella 2002). On the other hand, Daft (2004) deemed CI the fastestgrowing location in border spanning but has but to receive very much attention among the academia. Additionally,...
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Content history: Conventional paper received: doze June 2010 Revised version received: some December 2010 Accepted: almost eight December 2010
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