Competitive intelligence quality assurance model: A property sector case

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Abstract

Competitive intelligence (CI) improves the quality of products and services, decision-making, and quality of life (Ram & Zhang, 2021). However, decision-makers are not satisfied with the quality of CI (Kordestani et al., 2021). Enterprises lack clarity and fail to ensure the quality of CI (Alshammakh & Azmin, 2021). Studies that previously attempted to resolve CI quality problems were limited in scope and focused too much on the quality of information rather than the overall CI quality. The purpose of this study is to test and validate an empirical CI quality assurance model, which will aid in the quality assurance of CI. The research was quantitative in nature and employed a questionnaire to collect data. The study randomly sampled 385 property practitioner firms from a population of 5226. Descriptive statistics and regression analysis were used to describe and assess the reliability and validity of the CI quality assurance model. The research identified six factors that influence the quality assurance of CI, namely, decision-makers, process and structure, organisational awareness and culture, and feedback, planning and direction, information collection, sorting, capturing, and storage, information analysis, and organisational culture, feedback, and CI dissemination. The research also confirmed that the model is valid and reliable.

Keywords: Competitive Intelligence, Quality Assurance, Property Sector, Competitive Advantage, Decision-Making

Authors’ individual contribution: The Author is responsible for all the contributions to the paper according to CRediT (Contributor Roles Taxonomy) standards.

Declaration of conflicting interests: The Author declares that there is no conflict of interest.

JEL Classification: L15, D81, D83, L85, M1, O32

Received: 08.04.2023
Accepted: 10.05.2024
Published online: 14.05.2024

How to cite this paper: Nenzhelele, T. E. (2024). Competitive intelligence quality assurance model: A property sector case. Corporate & Business Strategy Review, 5(2), 186–200. https://doi.org/10.22495/cbsrv5i2art16