Social networks used as a strategic instrument for competitive intelligence

Abstract

Social network mapping enables the visualization of connections among actors in an organizational environment, and therefore is considered an important resource for sharing information and knowledge. As a result of a theoretical study, social networks are introduced in this article as one of the instruments for the competitive
intelligence process, with the objective of making the interrelation between them evident, and showing that they supplement each other. The results of this study show that social networks cooperate with the strengthening of organizational culture, as far as sharing information and knowledge are concerned. Furthermore, network mapping enables to track down information flow, allowing an identification of the informational structure that pervades an organization’s environment. Social networks can contribute effectively to the understanding and
elaboration of better strategies for the competitive intelligence process and, consequently, to the operation of the organizational context.