Two competitive intelligence processes within a Global
Energy Multinational are critically analyzed
-Competitive Strategic Business Intelligence and
Competitive Technical Intelligence. These models can be
viewed as a response to a variance of styles of
management and organizational structure within the
organization. A key stumbling block is found to be an
organizational culture that prevents open knowledge
sharing. The use of technology is identified to be a key
enabler allowing transparency and rapid transfer of
intelligence across the organization, and thereby
facilitating a knowledge-sharing culture. Knowledge
management and competitive intelligence are therefore
viewed as intimately related. A successful competitive
intelligence process requires attention to cultural
issues, facilitated by technology to ease knowledge
sharing. pdf
