Using Embeddedness as a Lens to Investigate Strategic Planning Utilization of Competitive Intelligence

Abstract

Analyzing accurate and timely intelligence information about competitive opportunities and threats facilitates sustainable business growth. As a strategic planning resource, competitive intelligence (CI) provides environmental cues as to opportunities to increase growth performance. Researchers in the 1980’s and the 1990’s called for increased utilization of CI in strategic planning. However, inclusion of CI information in strategic planning has not improved over the last decade. This research investigated this phenomenon by examining the social relationships prevalent between those that plan the company strategic position and those that gather and process CI information. The method of Evidence Based Systematic Review was employed to compile a body of evidence to examine the impact of relationships between these critical staff elements. Due to time and resource constraints a rapid review of the literature was executed. Nonetheless, this rapid review adheres to the EBSR methodology of producing repeatable and transparent research. This research contributes to a CEO’s understanding of the relationship between CI and strategic planning. It highlights the importance of interaction and collaboration between the planning staff and the CI staff.

Keywords: Competitive Intelligence, Embeddedness, Social Capital, Social Cognition, Environmental Scanning