Journal of Intelligence Studies in Business Vol. 13 No. 1 (2023) pp. 4–5 
Open Access: Freely available at: http://jisib.com/ 

 

 
EDITOR’S NOTE      VOL 13. NO. 1 (2023) 

 

Unveiling the Value of Competitive Intelligence: Coordinated 

Communication and Added Value 

 

 

 
Recently, a lot of attention has been 

paid to several aspects of CI, which influence 

the decision-making of organizations and the 

acquisition of competitive advantages. 

Organizations must leverage data, artificial 

intelligence (AI), and social capital to 

enhance their competitive intelligence 

processes. Social media data, AI and 

machine learning, big data analytics, 

dynamic capabilities, and 

intraorganizational social capital all play 

significant roles in driving strategic decision-

making and improving customer 

experiences. By integrating these elements 

effectively, organizations can gain valuable 

insights, mitigate risks, and stay ahead of 

the competition.  

Organizations can enhance their 

dynamic capabilities by integrating social 

media analytics into their competitive 

intelligence practices, particularly in the 

stages of information collection and analysis. 

This integration positively influences the 

various stages of competitive intelligence 

(Wu, Q. et all., 2023). 

Organizations also expect higher added 

value and looking for sources of this value in 

relation to competitive intelligence. This 

value could be shared between different 

departments and coordinated by corporate 

communication. (Ding, J.-L. & Shi, B., 2021).  

In this issue, the authors explore 

internal aspects of organizations and propose 

models that integrate existing knowledge. 

These models aim to assist organizations in 

establishing, assessing, and enhancing their 

CI practices and theories, ultimately 

resulting in improved organizational 

performance. 

 

There are practical implications for 

various organizations, including academic 

entities. Existing solutions are designed to 

help businesses deal with unforeseen events 

by gathering and transforming data into 

understandable information. While major 

companies have adopted big data analytics 

systems, the adoption and effects of business 

intelligence tools in universities and 

organizations are not well understood. 

Therefore, researchers are investigating how 

business intelligence tools specifically 

impact decision-making and performance in 

public universities. 

Furthermore, there has been a growing 

recognition of the importance of startups in 

driving economic growth and innovation. 

Governments, private organizations, and 

academic institutions around the world have 

initiated various programs and initiatives to 

support startups, facilitate their 

establishment, and harness their potential 

for generating a significant impact on 

national economies. 

These initiatives aim to provide 

startups with the necessary resources, 

knowledge, and networks to thrive in 

competitive markets. The overarching goal is 

to create an environment conducive to 

entrepreneurial success and encourage the 

growth of startup ecosystems. 

Within this context, competitive 

intelligence has emerged as a valuable tool 

for startups to improve their company 

performance and gain a competitive edge. 

Researchers have conducted studies 

highlighting the role of competitive 

intelligence in improving company 

performance through organizational 

learning. 



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Finally, there are numerous 

possibilities for enhancing the applicability 

of existing tools to address current problems. 

The use of analytical and adaptive 

technologies can provide organizations with 

comprehensive tools and techniques.  

 

I would like to express my gratitude to all 

contributors to this issue. 

 

 

REFERENCES 
 

Ding, J.-L., Shi, B. (2021) Analysis and 
Modeling of Enterprise Competitive 

Intelligence Based on Social Media User 

Comments. Entrepreneurship Research 

Journal, 11(2), pp. 47-69. 

Wu, Q., Yan, D., Umair, M. (2023). Assessing 

the role of competitive intelligence and 

practices of dynamic capabilities in business 

accommodation of SMEs. Economic Analysis 

and Policy, 77, pp. 1103-1114.  

 

 

On behalf of the Editorial Board, 

Sincerely Yours, 

 
Prof. Dr. Andrejs Cekuls 

University of Latvia, Latvia