Fostering organizational resilience in the age of hypercompetition: unpacking the role of competitive intelligence through the dynamic capabilities view

This paper examines the intersection of competitive intelligence (CI) and organizational resilience (OR) through a incremental conceptual framework grounded in the Dynamic Capabilities View (DCV). We reconceptualize the CI process not as a linear function, but as a core organizational dynamic capability that enhances a firm's ability to withstand and adapt to external disruptions. We argue that CI operationalizes the three core functions of dynamic capabilities: (1) Sensing external threats and opportunities, (2) Seizing strategic advantages through informed decision-making, and (3) Transforming the organization's resource base through continuous learning. The research presents a comprehensive maturity model that delineates six distinct stages of CI capability development, from non-existence to complexity, providing a developmental path for strengthening these resilience-enhancing capabilities. The paper also introduces a quantifiable assessment methodology that utilizes Likert-scale metrics to evaluate an organization's CI maturity. Despite limitations regarding cultural and resource constraints, this study provides a robust theoretical foundation for future empirical investigation. The framework developed herein demonstrates particular utility for managers seeking to build a systematic, capabilities-based approach to fostering resilience in the face of market volatility and exogenous shocks.