Level of Maturity of Competitive Intelligence and Decision-Making in Software Industry: A Knowledge Management Approach

This study examines the correlation between Competitive Intelligence (competitive intelligence) maturity levels and organisational decision-making styles in software industry firms. For this purpose, we followed the competitive intelligence maturity model established by Zuquetto and Beltrame [(2012). Modelo de maturidade em inteligência competitiva. Global Manager Acadêmica, 1(2), 1–19] and the Organisational Decision-Making Perception Scale (ODMPS) model proposed by Nascimento and Gomide Jr [(2014). Tomada de decisão organizacional. In Novas medidas do comportamento organizacional: ferramentas de diagnóstico e de gestão, M. M. M. Siqueira (ed.), pp. 298–306. Porto Alegre: Artmed] was used to assess organisational decision-making styles. A quantitative study was carried out using a closed-ended questionnaire and a Likert scale, targeting managers of software companies. It is worth noting that technical abbreviations were clarified when first used. In addition, the language used in the study was objective, value-neutral and free of ornamental or figurative language. The structure of the study was clear and concise, with logical causality between each statement. The text followed scientifical guidelines for structure, terminology and footnoting. The results show that a significant number of companies have an intermediate level of competitive intelligence maturity and that the systematic approach to decision-making is ubiquitous. Hence, the Spearman Rank Correlation Coefficient (i.e. Spearman’s rho) indicates a positive correlation between competitive intelligence maturity and systematic decision-making in software companies. So, this research helps to understand the relationship between competitive intelligence and organisational decision-making in software companies. According to the findings, organisations with higher levels of competitive intelligence maturity are more likely to adopt a systematic decision-making style. This is noteworthy because systematic decision-making can lead to improved organisational outcomes. The research has implications for academics and practitioners alike. It provides new insights into the relationship between competitive intelligence and organisational decision-making. For practitioners, the findings suggest that investing in competitive intelligence and adopting a methodical approach to decision-making can improve organisational performance. The relationship between competitive intelligence maturity level and organisational decision-making styles in different industries should be explored in further research.