Contribution for theory

This research makes a contribution to the existent CI theory in two areas: knowledge-sharing culture for CI implementation and the factors affecting the CI process. Firstly, this study showed a positive correlation between CI and communication satisfaction. Kreps (1990) stated that, ‘communication in an organisation serves to establish managerial control, provide workers with job instruction, and enable managers (librarians) gather information for planning.’ The present study has shown that communication satisfaction plays an important role in provision of the CI process with regard to planning and focusing. Therefore, it is widely held that cultures that inhibit knowledge sharing are significant barriers to creating and leveraging knowledge assets (Smith and McKeen, 2002). In turn, ‘the development of a well-defined focus and the standardization of some competitive intelligence processes constitute the groundwork for cultivating a competitive intelligence culture’ (Prescott & Miller, 2001).

Multiple studies have shown that communication and corporate culture are two closely linked factors in any business organisation (Claver et al., 1998). Organisations are communities of individuals, and each enterprise has a distinct culture, which describes how people relate to each other (Goffee & Jones, 1996). The present study analysed the CI process, accounting for t elements of organisational culture.

Smith and McKeen believed that ‘culture is an overarching mechanism in an organisation which constrains all other aspects of organisational life and limits what is considered desirable, possible and practical to do’, while Prescott and Miller emphasised that viable and effective CI functions develop a variety of ways to cultivate a culture receptive to the acceptance and use of intelligence (Prescott &

Miller,2001). The present study showed the relationship between such organisational culture behaviours and values as trust, loyalty and knowledge-sharing and CI management. Prescott and Miller discussed

‘the new world’ vs. ‘the old world’ in the context of CI and emphasised the habit of ‘the new world’ ‘need to share’ as opposed to ‘need to know’ (Prescott & Miller, 2001). In turn, Hofstede (2003) suggested the need for changing ‘mental programs’ with changing behaviour first, which will lead to value change.

The present study has shown that provision of the CI process is determined by a number of theoretically approved communication functions. In theory, communication satisfaction has often been described as

‘the satisfaction with various aspects of communication in an organisation’ (Crino & White, 1981).

Champoux (2010) observed that the functions of organisational communication include: (1) Information sharing; (2) Feedback; (3) Integration of coordinated diverse functions; (4) Persuasion; (5) Emotion; (6) Innovation. The research carried out in Latvian enterprises confirmed the relevance of these functions in the CI process, revealing the existence of a significant relationship between communication satisfaction

A significant negative relationship between communication satisfaction and CI as viewed by supervisors was observed in the present study. Since a preliminary study of CI in Latvia showed that weak communicative links are inherent in decision-making in Latvia, but retrieval of information is characterised by spontaneity, the results of the current study confirm that the information required for decision-making is received through a spontaneously obtained source of information that satisfies the information request. Therefore, a negative correlation appears between communication satisfaction and the CI process. Considering the dimensionally different responses of employees and supervisors regarding the role of the communication climate and trust in knowledge exchange, the theoretical approaches should emphasise that supervisors should focus knowledge management initiatives on the issues most important for employees, adapting them to employees' needs (Hickins, 1999).

The study performed in Latvian enterprises showed a correlation between organisational identification and knowledge-sharing. In an analysis of various studies, Downs and Adrian (2004) found that researchers relate trust with acceptance of organisational values presented and explained by management. Employees who are more satisfied with the communication of management may feel adherent to the organisation to a greater extent. Similarly, employees satisfied with 1) staff feedback (Downs & Adrian, 2004), 2) communication of management (Downs & Adrian, 2004) or 3) information within the organisation (Downs & Adrian, 2004) more identify themselves with the organisation.

Through internal communication, employees participate in the formal and informal life of the enterprise and ideally identify themselves with its activity. The more an employee has identified him/herself with the organisation, the more satisfied he/she will be with communication within it.

In the present study, trust was analysed as an element of organisational culture in the aspect of CI management. Commitment and trust are clearly linked to organisational culture and play a significant role in whether or not people decide to cooperate, and whether people share or conceal knowledge within and across work groups (Renzl et al., 2005). The study confirmed the assumption that trust acts as a significant mediator between communication satisfaction and CI. Shaw (1997) believed that those who must depend on the work of others to meet their business objectives require significant trust. For provision of the CI process, the present study showed that trust plays an important role in such stages of the process as awareness and employee involvement. Fleisher and Bensoussan (2001) emphasised the fact that delivery of the findings to the decision-makers, gauging their understanding of the analyst’s recommendations, making sure that no critical intelligence is lost in the exchange of ideas, and understanding how the analysis product will be used are among the analyst’s key communication task responsibilities (Fleisher & Bensoussan, 2007).

The present study revealed contradictions in the views of employees and supervisors regarding the role of organisational trust for knowledge sharing in the aspect of CI. It has previously been found that trust is related to assessment of the accuracy of information received by employees from their direct

fact that communication satisfaction and trust leave a positive impact on the process of communicative intelligence. This shows the controversy of values in the organisation. In addition, it has been shown that that a low level of trust correlates with low accuracy of message and information (Byrne & LeMay, 2006), which, in the aspect of CI, could hamper attainment of its objectives.

The present study concluded that a statistically significant correlation exists between trust in top manager and knowledge-sharing by employees. This means that by trusting in management, employees share knowledge with group members during the project. Fleisher and Bensoussan (2007) stated that analysts must pay considerable attention to delivering their findings to, and gaining the attention, understanding, confidence, and ultimately trust, of their decision-makers. In turn, Postmes et al. (2001) believed that ‘. . . people’s sense of belonging to the organisation does not primarily depend on the quality of their informal and social-emotional interactions with peers and proximate colleagues, but it is related more strongly to their appreciation of the management’s communication.’

Theoretically, interpersonal trust is particularly significant in successful in general relationships (Kouzes, 2012). The study carried out in Latvia did not confirm the abovementioned relationship as a whole in the aspect of CI; however, such a relationship is found when evaluating employees' responses. Postmes et al. stated that ‘… employees were strongly committed if they obtained adequate information to perform their task, and this information was presented to them via formal bureaucratic channels rather than informal channels. Interpersonal communication with peers, and direct superiors supported commitment less than communication with more senior management did, and communication with a socio-emotional content was less predictive of commitment than formal communication was’ (Postmes et al., 2001).

While it is recognised that certain advantages are also obtained as a result of knowledge-sharing, people are unwilling to share. Various reasons for this have been suggested, and scientists have consistently identified organisational culture as being key (Al-Alawi et al., 2007; Davenport and Prusak, 1998;

McDermott and O’Dell, 2001). People identifying themselves with the organisation are more likely to remain in that particular organisation and share their achievements with it (Dutton et al., 1994). The study carried out in Latvia showed that there is a significant strong relationship between organisational identification and CI. Prescott (1987) defined CI as a social process. The researcher believes that CI functions need a promotional plan; CI providers must inform others as to what intelligence is all about and how employees can assist the organisation in the development of an intelligence capability.

The study in Latvia showed a correlation between organisational identification and knowledge-sharing.

Analysing a variety of studies, Ashforth et al. (2008) found that organisational identification is correlated with several other parameters of the organisation: decision-making (Knippenberg et al., 2004), information sharing (Tyler, 1999), job satisfaction (e.g. Carmeli et al., 2007) and organisational culture (e.g. Dukerich et al., 2002). A variety of factors may facilitate organisational identification, among them the provision of horizontal and vertical communication, the provision of feedback regarding the results of work etc.