The purpose of this paper is to survey the impact of competitive intelligence on Iran’s carpet industry competitiveness. To measure competitive intelligence، we applied three dimensions including: social-strategic intelligence، technologic intelligence and market intelligence; and for measuring competitiveness، internal resources، situation in markets and creativity and innovation indices were utilized. First of by applying Pearson correlation and regression tests، positive and meaningful influence of competitive intelligence and its dimensions on competitiveness were demonstrated. Subsequently، the results of using Average test showed that all variables apart from social-strategic intelligence were at favorable levels. Finally by utilizing fuzzy TOPSIS technique، competitive intelligence indices were ranked and “ensuring of continues relationship with customers”، “feedback to customers” and “strategic planning” were selected as the most important ones. Keywords: Competitive intelligence، Competitiveness، Hand-made carpet industry، Multi criteria decision making، Fuzzy TOPSIS technique. Assistant Professor and Faculty Member for Management Faculty of Islamic Azad University، Central Tehran Branch Nima Saeedi Member of Young Researchers and Elite Club of Islamic Azad University، Central Tehran Branch Abstract The purpose of this paper is to survey the impact of competitive intelligence on Iran’s carpet industry competitiveness. To measure competitive intelligence، we applied three dimensions including: social-strategic intelligence، technologic intelligence and market intelligence; and for measuring competitiveness، internal resources، situation in markets and creativity and innovation indices were utilized. First of by applying Pearson correlation and regression tests، positive and meaningful influence of competitive intelligence and its dimensions on competitiveness were demonstrated. Subsequently، the results of using Average test showed that all variables apart from social-strategic intelligence were at favorable levels. Finally by utilizing fuzzy TOPSIS technique، competitive intelligence indices were ranked and “ensuring of continues relationship with customers”، “feedback to customers” and “strategic planning” were selected as the most important ones. Keywords: Competitive intelligence، Competitiveness، Hand-made carpet industry، Multi criteria decision making، Fuzzy TOPSIS technique. Assistant Professor and Faculty Member for Management Faculty of Islamic Azad University، Central Tehran Branch Nima Saeedi Member of Young Researchers and Elite Club of Islamic Azad University، Central Tehran Branch Abstract The purpose of this paper is to survey the impact of competitive intelligence on Iran’s carpet industry competitiveness. To measure competitive intelligence، we applied three dimensions including: social-strategic intelligence، technologic intelligence and market intelligence; and for measuring competitiveness، internal resources، situation in markets and creativity and innovation indices were utilized. First of by applying Pearson correlation and regression tests، positive and meaningful influence of competitive intelligence and its dimensions on competitiveness were demonstrated. Subsequently، the results of using Average test showed that all variables apart from social-strategic intelligence were at favorable levels. Finally by utilizing fuzzy TOPSIS technique، competitive intelligence indices were ranked and “ensuring of continues relationship with customers”، “feedback to customers” and “strategic planning” were selected as the most important ones.

Due to the high intensity of competition in most industries, companies are in need of Marketing Research. One of the new tools in order to identify competitors and competitors analysis are competitive intelligence.Competitive intelligence as tool in order to analysis of internal and external environment and use to attain valuable information about competitors and then usage this information for correct planning and benchmarking. In this article originally mentioned to the definitions of marketing intelligence and then expressed, definitions and purposes of competitive intelligence, afterwards mentioned to the competitive intelligence proceses and different attitudes towards competitive intelligence. In the conclusion researcher mentioned to the requirements of competitive intelligence system and finally, the results of competitive intelligence systems has been pointed out, which can be useful for Iranian companies managers.

Strategic management theories mention three viewpoints on achieving competitive advantage and companies’ success: environmental viewpoint, organizational capabilities, and competitive intelligence which suppose both environment and organizational capabilities important in organizations’ success within competition. This paper tries to survey competitive intelligence on SMEs competitiveness in food industry and compare it to that of large companies. This paper mentions which dimension of competitive intelligence according to size and type of company can help it to be successful. Competitive intelligence in this research is surveyed in the form of intelligence dimensions of social-strategic, market, structural-organizational, and technologic. Statistical population is experts and managers of food industry companies and the data were collected by questionnaire and analyzed by SMART PLS. Findings indicate that competitive intelligence dimensions have different influence on competitive success of companies with different size in different industries and managers should focus on factors influencing their companies’ success according to their companies’ size. It was obvious that the most influencing dimensions of competitive intelligence in large companies and SMEs’ success are respectively social-strategic intelligence and technologic intelligence.

According to theoretical foundation of strategic management, three perspectives have been detected to reach competitive advantage. Environmental perspective, organizational capability and resources perspective, and competitive intelligence perspective, which combines sights and analysis, of the two former perspectives. Regarding the globalization of world markets, extension of competition domain, comprehensiveness of information systems, and the significance of inter-corporation competencies, this study tends to develop theories concerning competitive intelligence and offers a comprehensive model of the components of competitive intelligence to achieve competitive advantage. The researches made previously have shown three types of intelligence: strategic-social intelligence, technological intelligence, and market intelligence to attain competitive advantage. However, there has been no study exploring competitive intelligence about structural-organizational intelligence. To access persistent competitive intelligence, informational infrastructures, flexible and efficient linkage, and placement of these features in one strategic framework are necessary. Therefore, this study is to fill this research gap, and proposes a comprehensive model of competitive intelligence for the purpose of reaching competitive advantage. For this reason, first we have explored research literature and similar models and identified a set of indexes for structuralorganizational intelligence. Second, with use of factor analysis technique, we have reconsidered and classified important indexes in three batches. Then, with the contribution of structural equation modeling technique, we have examined the Iranian Journal 8 of Trade Studies relationships of new element with existing intelligence trinity and the synergism intelligence quartet to gain competitive intelligence and competitive advantage, and we have determined with structural-organizational intelligence it will be possible to attain competitive intelligence, and competitive advantage will be more stable.

Nowadays, competitive intelligence has been a strategic management tool and one of the fastest growing areas of business that can create the competitive advantage for organizations. For this reason competitive intelligence has become one of the most important subjects in the domain of management during recent years. Therefore, this research has focused on the influence of the contextual dimensions of the organization (size, strategy, environment, culture and technology) on competitive intelligence. The society of this study is managers of tile manufacturing companies in Yazd province and72 managers were randomly selected among them. For collecting data four questionnaires was separately used. This study is an applied one and in terms of data gathering is a survey and in terms of methodology is descriptive correlation. The results of this study indicated that competitive intelligence in this society does not have favorable condition; On the other hand each of the contextual dimensions of the organization has a considerable effect on the employing of competitive intelligence.

One of the most important pillars of business intelligence is competition. Competitiveness and competitiveness in businesses are based on information. What is now formed in gaining a competitive advantage based on intelligence and intelligence is the component of competitive intelligence. Using this type of intelligence (intelligence) can help managers and strategists in the competitive market in identifying situations, whether possible, definitive, or uncertainty. The purpose of this article is to manage and organize the competitive intelligence of Fars Province Gas Company based on the criteria of multi -criteria. The data collection in this study was researched using the couple's comparison questionnaire by 21 experts, managers and experts of strategic units in the field of commercial intelligence and competitive business of public and private organizations. With improved fuzzy hierarchical analysis method, the results showed that managerial factors weighing 0.288 in the first rank, 0.205 weight supply factors, operational factors weighing 0.87 in third, strategic factors weighing 173/ 0 ranked fourth and marketing factors weighing 0.147. Therefore, in a state of uncertainty, if competitive intelligence is to be used in organizations, according to expert polls, these comprehensive components and their priority should be operational in designing and establishing competitive intelligence.

One of the most important pillars of business intelligence is competition. Competitiveness and competitiveness in businesses are based on information. What is now formed in gaining a competitive advantage based on intelligence and intelligence is the component of competitive intelligence. Using this type of intelligence (intelligence) can help managers and strategists in the competitive market in identifying situations, whether possible, definitive, or uncertainty. The purpose of this article is to manage and organize the competitive intelligence of Fars Province Gas Company based on the criteria of multi -criteria. The data collection in this study was researched using the couple's comparison questionnaire by 21 experts, managers and experts of strategic units in the field of commercial intelligence and competitive business of public and private organizations. With improved fuzzy hierarchical analysis method, the results showed that managerial factors weighing 0.288 in the first rank, 0.205 weight supply factors, operational factors weighing 0.87 in third, strategic factors weighing 173/ 0 ranked fourth and marketing factors weighing 0.147. Therefore, in a state of uncertainty, if competitive intelligence is to be used in organizations, according to expert polls, these comprehensive components and their priority should be operational in designing and establishing competitive intelligence.

In today's competitive business environment, gaining a competitive edge and achieving greater success compared to competitors is very important for business owners and enterprises. Managers are constantly seeking ways to identify the competitive environment and analyze the conditions of competitors and the market to achieve higher levels of performance. Among the effective strategies for enhancing the organization's capacity to more accurately analyze the conditions of competitors and the market situation, gain competitive advantage, new markets and emerging business opportunities, is the utilization of competitive intelligence. Competitive intelligence, as a process of receiving and analyzing information related to the external environment of the organization and the activities of competitors, suppliers, customers, new technologies, markets, products and services can influence the programs, decision-making and operations of the organization and significantly impact its performance and success. Over the past few decades, agricultural production units and the food industry have faced pressures from increasing population and food demand, climate changes, energy shortages, and the necessity to consider sustainability criteria. This situation has continually exposed them to variable and uncertain environmental conditions. This highlights the need to change policies and approaches of these units to better adapt to the competitive production and trade environment and changing environmental conditions using competitive intelligence tools and techniques. Among the agricultural production units, processing and supplementary industries play a crucial role in producing and processing diverse food products, improving the storage capacity of food, preventing agricultural production waste, increasing productivity and value added in agriculture, creating employment, and achieving food security. Therefore, they hold a strategic position in agricultural development. Considering the growing capacities in the food industry and processing units in the agricultural sector in Lorestan province of Iran, this study aimed at examining the competitive intelligence among managers of small-scale processing and supplementary agricultural units and as well as elucidating and analyzing how the competitive intelligence dimensions impact the performance of the mentioned units. In this study, the dimensions of competitive intelligence among the managers of agricultural processing industries and their relationship with the performance of their businesses were examined. Thus, this study could be considered as descriptive-correlational research conducted through survey studies. The statistical population of the study included managers of active agricultural processing and supplementary industries in Lorestan province (201 people). Based on Cochran's sample size determination formula, 132 people were determined as the sample size, which was increased to 140 people for greater assurance. These managers were randomly selected as the research sample and surveyed for this study. The independent variables examined in this study were competitor intelligence, market intelligence, technological intelligence, organizational structural intelligence, and social-strategic intelligence. The study results indicated that the managers had a relative understanding of each of competitive dimensions. The average score in all five dimensions of competitive intelligence was above average. If competitive intelligence was assumed to encompass information related to the status of competitors, customers, suppliers, technologies, environments, and potential business relations, the managers in this study could be considered as individuals with moderate to high levels of knowledge and information in areas related to competitors, technology, market, customers, and the social business environment. This level of competitive intelligence can aid them in proper evaluation and strategic decision-making, which is likely to improve business unit performance. The research model's evaluation showed that the model, including the five competitive intelligence dimensions (technological intelligence, market intelligence, competitor intelligence, social-strategic intelligence, and organizational structural intelligence), had relatively good overall fit, explaining 49 percent of the variance in the performance of the processing industries.Conclusion and Suggestions: Based on the results of the research, it can be said that managers' intelligent understanding of market conditions and changes, and related variables such as customers, producers, and suppliers, play a key role in business success. Undoubtedly, unions and associations related to these enterprises can play a fundamental role in comprehensively enhancing the capacity and level of competitive intelligence among managers in the province, thus improving the quantitative and qualitative performance of these units. Training and empowering managers about the dimensions of competitive intelligence for entering scientific business management processes and understanding that gaining a competitive advantage is not just about understanding competitors and market conditions. It should also include awareness of social environment conditions and opportunities, the ability to innovate in both soft and hard technologies, creating efficient strategies, and exploiting opportunities for organizational structural renewal. These should always be a focus for managers, enabling them to gain valuable opportunities for competitive advantage, performance improvement, and market leadership.

The present study was conducted with the aim of predicting the competitive intelligence of educational administrators based on faith and political intelligence in girls' schools in Tehran's 14th district. This research is a practical and descriptive correlational study. The study community of school principals and deputies in Tehran's 14th district, which had 158 principals and deputy principals. According to the statistical population, the statistical sample size was determined using Krejcie and Morgan table of 120 people. This number of samples was selected from the statistical population using simple random sampling method. To measure the variables, the questionnaire of religiosity in "Lynn" (2008), competitive intelligence of Fariba Mahani (2012) and political intelligence of Dostar et al. (2016) were used.The present study was conducted with the aim of predicting the competitive intelligence of educational administrators based on faith and political intelligence in girls' schools in Tehran's District 14. This research was a practical and descriptive correlational study. The study community of school principals and deputies in Tehran's District 14, which had 158 principals and deputy principals. According to the statistical population, the statistical sample size was determined using Krejcie and Morgan table of 120 people. This number of samples was selected from the statistical population using simple random sampling method. To measure the variables, the questionnaire of religiosity in "Lynn" (2008), competitive intelligence of Fariba Mahani (2012) and political intelligence of Dostar et al. (2016) were used. Data were analyzed by descriptive method and correlation and multiple regression methods. The findings showed that there were positive and significant relationships between the variables of faith and competitive intelligence, faith and political intelligence, and competitive intelligence and political intelligence. Also, the variables of faith and political intelligence predicted competitive intelligence positively. It is concluded that the higher the level of religious beliefs and commitment to religious duties in school principals and the higher their political intelligence, the more competitive their intelligence. Managers can make more appropriate decisions in the interests of their educational organization by using information related to resources, environmental facilities and competitors, and considering the opportunities and threats of the external environment.

This study investigates the impact of export market orientation on the success of successful exporting companies through the role of competitive intelligence. The primary objective of this research is to analyze how export market orientation affects export performance and the mediating role of competitive intelligence in this process. The research method is descriptive-correlational, and data were collected through standard questionnaires from 120 managers and marketing experts of exporting companies. The statistical sample includes 35 successful exporting companies in various industries. Data analysis results using structural equation modeling indicate that export market orientation has a direct and significant impact on the export success of companies. Additionally, competitive intelligence, as a strong mediator, enhances this relationship. These findings suggest that companies with stronger export market orientation and superior competitive intelligence perform better in international markets. This study, by providing a new conceptual model of the impact of export market orientation and competitive intelligence on export success, offers recommendations to managers of exporting companies for improving export strategies.