Abstract
Background: Calls have been made especially during a period of global competition and economic austerity for research that focuses on how competitive intelligence (CI) is actually generated within organisations.Objectives: The aim of this study was to understand the views and experiences of middle managers with regard to their role and contribution towards the CI process within Irish subsidiaries of the Multinational Corporation (MNC).Method: The study adopts a qualitative approach using the semi-structured interview technique to generate narratives and themes around how CI is generated using a sample of 15 middle managers drawn from five participating Irish subsidiaries.Results: Based on the analysis of the narratives of the middle managers, three main themes emerged as findings. Firstly, the process of gathering CI was facilitated by the reliance on internal and external tools. Secondly, information gathered from the use of such tools was then communicated by middle managers to top managers to inform the making of strategic decisions. Thus, (and thirdly), middle managers were found to occupy an important role not only through the execution of their management duties but by extending this influence towards the generation of information deemed to affect the competitive position of not just the subsidiary but also the parent company.Conclusion: The study concludes by focusing on the implications and recommendations based on the three themes drawn from the empirical data.
Highlights
The role and contribution of middle managers towards the strategic planning process is receiving empirical attention in multiple contexts (e.g. Rouleau & Balogun 2011; Salih & Doll 2013; Teulier & Rouleau 2013). This study extends this focus by paying attention to the role and contribution of middle managers towards the competitive intelligence (CI) process as a component of how strategy is realised within organisations
Information gathered from the use of such tools was communicated by middle managers to top managers to inform the making of strategic decisions
The compelling theme that emerges from this study is that middle managers are an important conduit in the decisions that determine subsidiary performance but the competitiveness of the subsidiary within the Multinational Corporation (MNC)
Summary
The role and contribution of middle managers towards the strategic planning process is receiving empirical attention in multiple contexts (e.g. Rouleau & Balogun 2011; Salih & Doll 2013; Teulier & Rouleau 2013). The role and contribution of middle managers towards the strategic planning process is receiving empirical attention in multiple contexts Rouleau & Balogun 2011; Salih & Doll 2013; Teulier & Rouleau 2013) This study extends this focus by paying attention to the role and contribution of middle managers towards the competitive intelligence (CI) process as a component of how strategy is realised within organisations. Strategic planning (including efforts towards CI) is a skill for survival and success in an uncertain world (Salih & Doll 2013), the need to pay attention to them. Calls have been made especially during a period of global competition and economic austerity for research that focuses on how competitive intelligence (CI) is generated within organisations
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