Author(s): Mpho Lawrence Maluleka, Bibi Zaheenah Chummun
Competitive Intelligence (CI) helps organisations achieve a competitive advantage when there is a commitment from the entire organisation and its supply network to develop actionable insights to attain superior performance. However, without an integrated model that assesses the internal and the external environment, it is difficult for organisations to anticipate changes in the marketplace to compete and survive. Management and employees need an integrated model to produce actionable intelligence for knowledge seamlessly transferred across the organisation. This study aims to review current CI literature, analyse existing CI, and finally propose an integrated model for CI. This study was qualitative, and library research methods were employed to identify peer-review academic journal articles and ensure reliability. A grounded theory method was employed to perform model analysis. The findings show that most CI models do not exploit the drivers and outcomes of CI. Most models suggest that CI systems are developed to analyse, collect, capture, store and disseminate information without incorporating organisational and market factors impacting the quality and use of information. Although models have established the need for CI to achieve organisational performance, they do not include a holistic view that affects CI to achieve revenue growth and market share.