Discussion and implications

In the past two decades, the field of $CI$ has become an integral part of many large

organizations. $CI$ empowers organizations to compete against their competitors and gain

competitive advantage by gathering knowledge and information about their business

environment. $Cl$ helps organizations achieve their ultimate goals. If $CI$ is properly and

successfully managed, the organization will succeed. A framework and a research model is

presented in this research to facilitate the examination of direct effects of IT

$($commercialization$,$ infrastructure capabilities, future technologies forecasts$),$ competitors

information $($competitors identify, new product, competitors pricing$),$ organizational culture

$($workplace assessment, employee relations, organizational learning$)$ and knowledge sharing

$($the types of knowledge, content creation, knowledge accumulation$)$ on the CI's

effectiveness. The hypotheses are verified on data collected from $235$ employees using PLS

regression. Sample $t-$test and path coefficient's results are shown in Table V$.$ Identifying

competitors is one of the prerequisites for increasing $CI$ in organizations. The results showed

that $-$value $=4\mathrm{.}07,$ path coefficient $=0\mathrm{.}21$ is positively and significantly influenced by

competitors' information, by which, $HI$ is supported. The results are in line with the results

of Nasri and Zarai $(2013).$ Furthermore, it was shown that CI is significantly and positively

impacted by IT $(t-$value $=3\mathrm{.}79,$ path coefficient $=0\mathrm{.}15),$ in which, $H2$ is proved. The results

showed that to increase $CI,$ IT infrastructure and IT capabilities should be developed for the

organization. The results are in line with the results of Vriens $(2004)$ and Wright et al$.(2013).$

In addition, $CI$ is positively and significantly influenced by organizational culture $(t-$value $=$

$3\mathrm{.}47,$ path coefficient $=0\mathrm{.}14).$ Creating an effective link between $CI$ and organizational

culture will increase the output of $CI$ and facilitate the process of change in the organization.

The results are in line with the results of Cekuls $(2015)$ and Ghannay and Mamlouk $(2015).$ In

addition, $CI$ is influenced by knowledge management $-$value $=10\mathrm{.}33,$ path coefficient $=$

$0\mathrm{.}48).$ This outcome means that the emphasis on knowledge sharing and its observance by

organizations can lead to the influence of each of the variables on another by successful

implementation in the organization. The results are in line with the results of Luu $(2014),$ de

Almeida et at$.(2016)$ and Tuan $(2016).$ Thus, it is shown that CI is positively influenced by

competitors' information, organizational culture, knowledge sharing and IT$.$

This study meaningfully contributes to the knowledge and literature by focusing more

on CP$,$ examining other significant aspects and applying advanced statistical analysis

method. From a theoretical point of view, this study offers findings from an industry sector,

especially IKCO. This research illustrates the critical and dynamic role of CI to develop its

own set of processes based on its business needs. Moreover, it provides insight into CI

practices in SMEs, especially the automotive industry, suggesting a pragmatic approach

accordant with their business reality. Besides, the current research's results suggest

practical implications for marketing practitioners and managers who implemented tools and

made strategic plans to enhance the organizations' performance. From a practical

perspective, the statistical results support the crucial role of IT$,$ competitor information. How useful is the concept in your workplace.Synthesise the findings with industry practice