Abstract

Today, competitive intelligence and knowledge sharing are recognized as essential intangible assets for gaining a competitive advantage. According to Johnson (2010), competitive intelligence involves collecting and analyzing complex data to support strategic decision-making, while Kent (1949) and Spender (1996) highlight its role in advanced decision-making processes. These concepts have been developed to shape organizational strategy (Bratianu & Murakawa, 2004; Porter, 1985). Simultaneously, knowledge management—whether in creation, sharing, or utilization—plays a pivotal role in corporate competitiveness (Bratianu, 2007, 2022; Nonaka, 1994). This research explores the interaction between these two concepts and their influence on strategic advantage, aiming to deepen our understanding of their impact on organizational competitiveness.

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