LEADERSHIP VALUES IN TRANSFORMATION OF ORGANIZATIONAL CULTURE TO IMPLEMENT COMPETITIVE INTELLIGENCE MANAGEMENT: THE TRUST BUILDING THROUGH ORGANIZATIONAL CULTURE

Abstract

The purpose of this paper is to explore the role of leadership values in changing of organizational culture to implement competitive intelligence. General criteria and values should be defined for observance in the processes of competitive intelligence management. Organizational culture can be supportive of changes when it corresponds with the prevailing values. The aim of this study was to do an investigation within companies in Latvia, research the scientific resources on this matter as well as understand the leadership values that stimulate the successful implementation of competitive intelligence management. The study was performed in two stages: first, the examination of the process of competitive intelligence and second, the determination of the role of organizational culture and leadership values in implementation of competitive intelligence. At the first stage, research was carried out regarding implementation of competitive intelligence management in Latvian companies (N=60). The research in Latvia shows that prospects of CI process should be evaluated from the point of view of organizational culture. At the second stage, another research was carried out regarding the role of organizational culture in the implementation of competitive intelligence technologies in Latvian companies (N=39). The results showed that successful turnover of information is hindered by mutual distrust among employees. Trust was found the essential element allowing for interaction within relationships and social exchanges. Further, there were significant correlations between both organizational culture and CI. The main difficulties emerging in the process of implementing cultural transformation projects are related with changes in the behavior of organizations. Leaders are responsible for the currently created culture, and they are the ones who have to establish the new culture.

DOI: http://dx.doi.org/10.5755/j01.eis.0.9.12811