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The business environment of today is complex and dynamic due to increasing global competition. The businessman needs to master and know all the information that has strategic value, and Competitive Intelligence is positioned as the most appropriate tool to achieve this goal. Strategic and innovative intelligence were the objectives for this study using a survey. In recent decades, research and publications related to Competitive Intelligence have been increasing, although the military heritage of this field of research and the association with large corporations has meant that the literature is still at an early phase of development and specialization. Competitive Intelligence is closely linked to innovation processes in companies, facilitating its development. Furthermore, it highlights the importance that business management, together with the promotion of absorptive capacity and alignment around Competitive Intelligence will allow companies to improve their competitive advantages, as well as greater success with new products. Descriptive and inferential statistics was used in the analysis. A sample size of 153 was determined using Kotari's formula. Little research was found on aspects related to small and medium-sized enterprises and patents in relation to Competitive Intelligence.

CI - Competitive Intelligence in der modernen Unternehmensführung hat das Ziel, Wettbewerbsvorteile durch Erhebung und Analyse einzelner Informationen von Markt und Wettbewerb zu gewinnen. Das Buch bietet eine grundlegende, praxisorientierte Einführung in Konzepte, Techniken und Praxis der CI. Zahlreiche Fallstudien deutscher und internationaler Unternehmen beleuchten unterschiedlichste Aspekte der CI-Praxis. Lösungsansätze, Ideen und Techniken werden vermittelt, z.B. wie effektive Recherchen durchgeführt, Informationsfluten beherrscht und Analysetools intelligent genutzt werden. Ein Thema ist auch der Implementierungsprozess von CI. Geschrieben für: Praktiker Schlagworte: Business Intelligence Competitive Intelligence Marktforschung Unternehmensstrategien Wettbewerbsanalysen

The growing importance of state-owned enterprises (SOE) in the global marketplace has given rise to concerns about how to ensure competitive neutrality ? a level playing field ? where public and private entities compete. The book aims to serve as a resource for governments that intend to ensure that public and private businesses compete on equal terms. It provides a catalogue of relevant practices and experiences in OECD and other jurisdictions. The publication is structured around eight ?building blocks? of competitive neutrality including how to ensure debt, tax or regulatory neutrality; ca

This study presents results from a group decision task in which groups were assigned either a competitive or a non-competitive goal. A total of 20 groups were tasked with putting together a relay team either with the goal to maximize the chance to win or with the goal to maximize the sense of community. Interaction process analysis revealed that there were more positive reactions in groups with the non-competitive goal. Analysis of the content of the conversations showed all groups to go beyond information given about the target persons. Attributes associated with the stereotype dimensions of competence and warmth were used to characterize the persons who were to be included or excluded on the relay teams. Groups with a competitive goal applied both positive and negative attributes, whereas groups with a non-competitive goal applied only positive attributes. The results suggest that stereotypes are applied to legitimize decisions about inclusion and exclusion.

The scholarship on contracting generally argues that markets for social services are weak and lacking in competition. Using data gathered from Florida's largest social service agency, the Department of Children and Families, this article adds to the discussion by constructing a more rigorous measure of competition that accounts for the quality of bidding entities. The findings indicate that while the measures used in earlier studies align reasonably well with the raw number of initial responders to competitive solicitations, they tend to overestimate competition when the quality component is included in the analysis. That is, social service markets may be even weaker than previously reported. Furthermore, an examination of the relationship between competition and performance fails to find a significant association.