Examining differences in competitive intelligence practice: China, Japan, and the West.

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dc.contributor.authorFleisher, Craig S.
dc.contributor.authorWright, Sheila
dc.date.accessioned2010-01-19T16:33:10Z
dc.date.available2010-01-19T16:33:10Z
dc.date.issued2009
dc.description.abstractThis article identifies the state of competitive intelligence (CI) in Asia, specifically, two of its most prominent economic powers, China and Japan. Comparisons with Western, mainly U.S. practice are made, particularly where data and management research from those countries supports this approach. In terms of current practice, CI in Japan is more developed than in China, although China continues to devote increasing attention and resources to the area. Decision makers in multinational companies, competing in China or Japan, or with firms that originate there, should be aware of the competitive implications emanating from their utilization of CI.en
dc.identifier.citationFleisher, C.S. and Wright, S. (2009) Examining differences in competitive intelligence practice: China, Japan, and the West. Thunderbird International Business Review, 51 (3), pp. 249-261.en
dc.identifier.doihttps://doi.org/10.1002/tie.20263
dc.identifier.issn1096-4762
dc.identifier.urihttp://hdl.handle.net/2086/3217
dc.language.isoenen
dc.peerreviewedYesen
dc.publisherWileyen
dc.researchgroupCompetitive Intelligence-Management Interface Teaching and Research Initiative (CIMITRI)
dc.subjectcompetitive intelligence
dc.subjectanalysis of practice
dc.subjectUnited States of America
dc.subjectChina
dc.subjectJapan
dc.titleExamining differences in competitive intelligence practice: China, Japan, and the West.en
dc.typeArticleen

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