Enabler and inhibitor factors influencing competitive intelligence practices

Abstract

PurposeThis paper has a twofold aim. Firstly, to give some insight into competitive intelligence practices in a little‐explored area in the field of competitive intelligence: the higher education sector. Secondly, to find out more about the factors influencing competitive intelligence practices, since little research on this subject has been published.Design/methodology/approachThe investigation used a mixed‐methods approach, including face‐to‐face, semi structured interviews with 47 university managers (degree coordinators, deans and vice‐rectors), followed by a semi‐structured questionnaire carried out with 400 degree coordinators and deans and analysed quantitatively and qualitatively. The interviews informed the questionnaire design.FindingsThe survey confirms the proposed framework's usefulness for analysing the enabler and inhibitor factors in an organisation for promoting efficient competitive intelligence practice and also gives some insight into which factors enable or inhibit the efficacy of competitive intelligence practices in Spanish universities.Research limitations/implicationsThe research focused on degree design adapted to the EHEA. A larger study designed to focus on other management areas in universities would provide a fuller picture of factors influencing competitive intelligence practices.Practical implicationsThe findings indicate the areas where universities could plan actions to optimise intelligence activities, make the most of them and stand out from the rest.Originality/valueThis paper sets out a framework to describe factors related to intelligence function and cycle. In addition, the study reveals which indicators act as enablers or inhibitors for competitive intelligence practices and takes account of some of the particular features of the higher education sector.