Abstract
Some authors found that competitive intelligence (CI) can be generated by the intellectual capital (IC). Based on the resources approach, we suggest digging in this reasoning through studying the contribution of the different forms of the intellectual capital (IC), namely the human capital (HC), the structural capital (SC) and the relational capital (RC), to the success of the competitive intelligence practices in the Tunisian companies. Our empirical study has been conducted with 127 middle managers working in companies operating in the telecommunications sector in Tunisia. We have revealed that the human capital (HC) is the most linked to competitive intelligence (CI), followed by the relational capital (RC), and that there is no significant link between the structural capital (SC) and the competitive intelligence (CI).
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