A Framework for Enhancing the Information Systems Innovation: Using Competitive Intelligence

Abstract

Knowledge is used as a focal factor for competitive advantage, through effective and efficient performances by employees in many organisations. As a result, knowledgeable employees are expected to share their knowledge with others to increase innovation within the organisation. Unfortunately, this is not always the case. Generally, employees behave differently within an organisation. The main challenge is that no organisation has total control of its employees behaviour and actions. The behaviour and action has impact on how information systems are deployed for innovation, in creating competitive advantage. As a result, many systems have been deployed by different organisations in attempt to address this challenge for the interest. Others have deployed competitive intelligence products and services. This is primarily intended to provide decision ‑ makers with information that can contribute to the innovative process in order to meet customer needs. For an organisation to survive, it must be able to innovate and market its innovations. Also, innovation creates uncertainty about its consequences in the mind of potential adopters. There exists a discrepancy between what customers perceive as their problems or needs and what organisations understand these problems to be. This study was conducted with the primary aim to understand the impact of Competitive Intelligence (CI) on Information systems (IS) innovation products and services in organisations. The case study research method was employed, using a financial organisation. The Innovation‑decision process, from the perspective of Diffusion of Innovation theory (DOI) was applied in the data analysis.