Keywords
Intelligence cycle
Higher education governance
Strategic decision-making
Artificial intelligence
Digital transformation
University competitiveness
Professional competencies
Ukraine
How to Cite
Abstract
Purpose: This study examines Competitive Intelligence as a strategic decision-making capability of higher education institutions in the context of digital transformation, artificial intelligence, and increasing competition among universities.
Methodology/approach: The study applies a qualitative exploratory design based on conceptual modelling, structured literature review, and documentary analysis. The methodological framework integrates Competitive Intelligence Theory, the Knowledge-Based View, and Dynamic Capabilities Theory.
Originality/Relevance: The originality of the article lies in repositioning digital technologies and artificial intelligence as enabling tools within a broader Competitive Intelligence architecture, rather than as independent objects of educational modernization.
Key findings: The study shows that Competitive Intelligence can transform fragmented educational, technological, labour market, and institutional data into actionable knowledge for strategic decision-making. It supports curriculum modernization, quality assurance, labour market alignment, graduate employability, and university competitiveness.
Theoretical/methodological contributions: The article adapts the intelligence cycle to higher education governance and proposes an analytical model for assessing CI maturity through environmental scanning, data collection, strategic analysis, decision-making, feedback, and institutional adaptation.
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