Competitive intelligence: a prescription for US health-care?

Abstract

PurposeThis paper aims to illustrate how integrating competitive intelligence (CI) into a US health-care firm can aid in information sharing and building knowledge for the organization.Design/methodology/approachThis study is exploratory using a systematic literature review to develop a conceptual model applied to the US health-care industry.FindingsThis research presents key propositions of CI’s role in the CI process along with the C-suite’s role in supporting a process and culture to ultimately, gain competitive advantage through the knowledge-based view.Practical implicationsWith the growing volume of data, a unified system and culture within a firm is paramount. The US health-care system is a privatized industry that has become more competitive stifling information sharing. The need for prompt and accurate decision-making has become an imperative. Crises, like the current COVID-19 pandemic, only exacerbate the issue. This model offers a blue print for executives to build a CI function and encourage information sharing.Originality/valuePrevious research has focused on the CI process and its value. Yet, little research is found on how to integrate CI into a firm and its role through the CI process. This study builds a conceptual model addressing integration and the flow of information to knowledge along with key firm dynamics to nurture the function. Although the model is applied specifically to US health care, it offers application to most any industry.