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In this study, corrosion behavior of X53CrMnNiN219 austenitic stainless steel (SS) and X45CrSi93 martensitic SS, as well as the galvanic corrosion produced by coupling of these dissimilar alloys, are evaluated in a 3.5 Wt.% NaCl solution at temperature 25°C ± 1°C.

The corrosion parameters were estimated through a series of electrochemical tests, including Tafel polarization, electrochemical impedance spectroscopy (EIS), and zero-resistance ammeter (ZRA) technique.

The results of polarization measurements indicate that the value of corrosion current in the galvanic pair is slightly higher than that of both the austenitic and martensitic SS during the initial time of immersion in the chloride solution, which is an indication of compatibility of members in the couple. The galvanic current density measured by ZRA technique shows negative values throughout the test; accordingly, the martensitic SS acts as anode of the pair and corrodes preferentially. Localization index values are limited to the mixed corrosion process, showing relative susceptibility of the martensitic alloy to the uniform and localized corrosion (pitting) due to chloride ions.

The originality is the evaluation of galvanic corrosion susceptibility of X53CrMnNiN219 and X45CrSi93 SSs in chloride solution by the various electrochemical methods consisting of Tafel polarization, EIS, and (ZRA) technique. To our knowledge, no work has been reported on this issue for these chemical compositions under this condition up to now.

Competitive intelligence (CI) collects data through the distribution of knowledge to make decisions in a competitive environment. To better comprehend the concept of CI, the purpose of this paper is to determine the role of effective factors (knowledge sharing, competitor information, information technology (IT) and organizational culture) and their impact on CI. In addition, the paper provides a conceptual framework for determining the practical factors on CI.

For evaluating the elements of the model, a questionnaire is considered. Questionnaires were reread by specialists with significant experiences in the CI field. For statistical analysis, the SPSS 22 and SmartPLS 3.2 software package is also used.

Findings from the study showed the validity of the model for a CI assessment. Furthermore, the results confirmed that the competitor information significantly influenced CI. In addition, the obtained results implied that IT has a significant and positive influence on CI. The effect of organizational culture on CI also proved to be positive and significant.

This paper makes significant contributions for both researchers and practitioners; however, the authors determine some limitations, which are as follows: First, the authors showed the result in a single region. It cannot be assured that the results are generalizable to other areas. Second, because of time and financial constraints, the authors gathered the data using a sample from a single location. Third, the use of variables to depict CI may be not exhaustive. The authors, therefore, encourage future research to study these CI dimensions.

This study meaningfully contributes to the knowledge and literature by focusing more on CI, examining other significant aspects and applying advanced statistical analysis method. Also, current research results suggest practical implications for marketing practitioners and managers who implemented tools and made strategic plans to enhance the organization’s performance. From a practical perspective, the statistical results support the crucial role of the following factors: IT, competitor information, organizational culture and knowledge sharing on CI.

Experts in the area of knowledge management, CI and strategic management can use this study to gain a competitive advantage based on knowledge and information resources. Organizations must have knowledge management function and CI to support the strategy formulation, implementation and evaluation.

This study investigates competitive intelligence (CI)-related practices in companies, including process, scope and organizational structure. As these aspects have not been sufficiently discussed in the literature, the study objective is to determine (1) the type of CI process being employed, (2) whether the CI scope is limited to competitor analysis or spans a broader business environment and (3) whether the CI process and scope vary depending on organizational CI.

An interview was conducted at two types of Japanese companies: one established a CI department to implement CI, whereas the other did not establish a CI department and conducted CI in an ad hoc manner. Multicase studies were performed to examine companies with different organizational structures.

The CI scopes included a broad range of factors (e.g. technology, customers, markets, suppliers, economy, society, politics, legislation and regulation), and not only competitor analysis. An established CI department did not guarantee a well-organized CI process. Furthermore, the lack of such a department did not preclude systematic CI processes or activities.

The authors classified the CI in the companies the authors inspected as either systematic (organized CI) or ad hoc (unorganized CI) methods. The advantages and disadvantages of both are discussed. The authors found the promotion mechanisms in company-wide CI process, which can cause intelligence transfers from CI to absorptive capacity processes.