The practice turn within strategy : competitive intelligence as integrating practice

Show simple item record Maritz, Rachel Du Toit, Adeline S.A. 2018-06-25T07:26:46Z 2018-06-25T07:26:46Z 2018-04-25
dc.description.abstract BACKGROUND AND AIM : This article investigated the positioning of competitive intelligence within the field of strategy. METHODS : Publications on strategy and competitive intelligence were reviewed through thematic content analysis based on an extended literature review to determine their respective contents and how strategy as practice related to the crystallised competitive intelligence themes. RESULTS : The research demonstrated that strategy and competitive intelligence are inextricably interwoven. Competitive intelligence was shown to be not merely an activity or sequence of activities within the broader strategic management process, but a significant strategic practice. CONCLUSION : We argued, based on a comprehensive literature review, that competitive intelligence is an integral practice within strategy that should be explored further for its contribution to emergent and deliberate strategies and the linkage between intraorganisational and extra-organisational activities. We proposed a framework to position competitive intelligence within strategy as practice and in relation to the process view of strategy. The conceptualised framework contributes to the corpus of strategy research as it formalised competitive intelligence as a critical part in the thinking about and the practice of strategy. It moved competitive intelligence from a position on the periphery of strategic management literature, where it was regarded as a mere activity, to an integral practice of strategy to be recognised by strategy scholars and worthy of further research. en_ZA
dc.description.department Business Management en_ZA
dc.description.librarian am2018 en_ZA
dc.description.uri en_ZA
dc.identifier.citation Maritz, R. & Du Toit, A., 2018, ‘The practice turn within strategy: Competitive intelligence as integrating practice’, South African Journal of Economic and Management Sciences 21(1), a2059. 10.4102/sajems.v21i1.2059. en_ZA
dc.identifier.issn 1015-8812 (print)
dc.identifier.issn 2222-3436 (online)
dc.identifier.other 10.4102/sajems.v21i1.2059
dc.language.iso en en_ZA
dc.publisher University of Pretoria, Department of Economics en_ZA
dc.rights © 2017. The Authors. Licensee: AOSIS. This work is licensed under the Creative Commons Attribution License. en_ZA
dc.subject Competitive intelligence en_ZA
dc.subject Consensus en_ZA
dc.subject Sensemaking en_ZA
dc.subject Performance en_ZA
dc.subject Organization en_ZA
dc.subject Management en_ZA
dc.subject Perspective en_ZA
dc.subject South Africa (SA) en_ZA
dc.subject Strategy as practice en_ZA
dc.subject Strategizing en_ZA
dc.subject Strategic management en_ZA
dc.subject Framework en_ZA
dc.title The practice turn within strategy : competitive intelligence as integrating practice en_ZA
dc.type Article en_ZA

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