Competitive Intelligence as a Dynamic Capability for Organizational Resilience
Published in Business & Management
Instead of treating competitive intelligence (CI) as a linear information pipeline and organizational resilience (OR) as a post-crisis outcome, we reconceptualize CI as a core dynamic capability that continuously enables organizations to sense, seize, and transform in response to external change.
Grounded in the Dynamic Capabilities View, the paper contributes three elements that may be relevant for both theory building and empirical work:
First, a process model that maps CI phases directly onto sensing, seizing, and transforming mechanisms, emphasizing feedback and learning rather than static recovery.
Second, a CI maturity model that frames intelligence development as a non-linear capability trajectory, including risks of regression, maladaptation, and “efficient fragility.”
Third, a quantifiable assessment framework using Likert-scale indicators that can support future empirical validation across organizational contexts.
We see this work as an invitation rather than a closure. It opens space for empirical testing, cross-cultural comparison, and integration with emerging AI-supported intelligence systems.
The full paper is openly available.
We welcome discussion, critique, and collaboration from the academic community.
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