Organizational strategy and competitive intelligence practices in Malaysian public listed companies
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Introduction. Drawing from the strategic typology of Miles and Snow, this study examined the difference in competitive intelligence practices between two strategic typologies in Malaysian public listed companies. Method. Data were collected by mail questionnaire from ninety-three public listed companies in various industry categories. Analysis. Descriptive statistics were used to describe the sample and the distribution of responses to each question. Differences in competitive intelligence practices between defenders and analysers were analysed using the independent-t test. Results. The study found that the practice of competitive intelligence varies according to type of strategic typologies. Specifically, when compared with defenders, analysers acquired a higher amount of intelligence about technological and economic sectors and used a greater extent of competitive intelligence in eight out of eleven strategic decisions tested in the study, including decisions concerning strategic alliance, market entry and exit, new product or service development, and technology adoption. Conclusions. Companies practised competitive intelligence according to their perceived importance of the environmental sector, acquired intelligence from that sector and used it in strategic decision making
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