How do hotels operationalize their competitive intelligence efforts into their management processes? Proposing a holistic model

Abstract The purpose of this study is to examine and develop a holistic competitive intelligence (CI) model that incorporates all CI efforts at the management level within an organization, including strategic, tactical, and operational levels. To achieve this goal, the researchers administered in-depth, semi-structured interviews with middle- level managers and supervisors in an independent, full-service hotel located in Hong Kong. The findings show that many hotel departments do not use formal and centralized CI practices in their daily operations. There is no formalized system for CI process management, which includes data collection, storage, analysis, and dissemination. In addition, there is a disconnection among management levels in coordination of CI practices. The research findings suggest that frontline employees play critical roles in the CI processes and practices. Finally, this study provides theoretical and practical implications, including a formalized guideline for researchers and managers, with limitations and suggestions for potential future studies.