Understanding the Deployment of Competitive Intelligence Through Moments of Translation

Organisations employ different strategic tools such as Competitive Intelligence (CI) to enable and support their goals and objectives, periodically. Unfortunately, the tools do not seem to resolve the challenges that they were deployed for. This could be attributed to the fact that there is too much focus on the tools, and less attention on the social interaction which occurs in the process. The CI is deployed by many organisations primarily to collect and analyse relevant data for decision making, and competitive advantage. However, CI products are deployed in various ways, and in different contexts. CI products differ in many ways such as in terms of compatibility and functionalities that they offer. These are some of the factors that are driven and shaped by non-technical interplay. How organisations deploy CI products has been a challenge, and it is difficult to understand. Some organisations did acquire CI products, unfortunately, they could not make use of it as intended. This is attributed to compatibility challenges which they encountered during the implementation of the product. This is the primary motivation for this article. A qualitative case study research was conducted in order to examine how CI products are deployed in organisations. Analysis of the data was done, using the Moments of Translation from the perspective of actor network theory to understand how the interaction and interplay amongst actors, shapes and deployment of CI in the organisation that deploys it.