Market, Technological, Social and Competitor Intelligence as Drivers of Organisational Agility in B2C E-Commerce

Business-to-consumer (B2C) e-commerce firms operate in fast-changing digital markets, where timely interpretation of external signals may strengthen organisational agility. This study examines how four dimensions of competitive intelligence—market, technological, social, and competitor intelligence—relate to organisational agility in Croatian B2C e-commerce firms. The study adopted a pragmatic explanatory sequential mixed-methods design. Quantitative data were collected through an online survey, and 208 valid responses were analysed using reliability testing, construct-validity assessment, correlation analysis, and multiple regression. Qualitative follow-up evidence was used to support the interpretation of the quantitative results. The findings show that the effects of competitive intelligence dimensions on organisational agility are not uniform. In the final validated model, social intelligence emerged as the only significant positive predictor of organisational agility, while market intelligence, technological intelligence, and competitor intelligence did not show statistically significant effects. The study therefore suggests that, in this context, systematic attention to customer conversations, online feedback, and socially visible market signals may play a more decisive role in supporting agile organisational responses than other intelligence domains. The study contributes to the competitive intelligence and agility literature by showing that intelligence dimensions should be examined separately rather than treated as a single undifferentiated capability in digital commerce settings.