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Table Table 1 From the research bench

Two evidence boundaries that should not be pooled

The source blocks remain separate. The operating trace that follows is an author's join, not a pooled result.

Study and objectUnit and methodWhat it contributesBoundary to carry forward
Cavallo et al.: competitive-intelligence useFour Brazilian firms with dedicated CI units; 28 interviews and secondary material; qualitative multiple-case design.CI is observed in tactical work, implementation, and monitoring, with more limited involvement in some higher strategic stages.Purposive four-case sample, small-sample and observer-bias limits, and no prevalence or causal estimate.
Kopmann et al.: business-case control183 matched German project portfolios; two informants per portfolio; cross-sectional multi-informant survey.Initial review, ongoing monitoring, and postproject tracking are associated with project-portfolio success.The association is not a longitudinal intervention or a guarantee; the units and outcomes differ from Cavallo.
Author's source-to-decision traceA reader records source position, decision link, assumption, owner, test, and result.It makes the handoff from intelligence to control inspectable.It is an operating template, not a measured mechanism or source-derived intervention.

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Reference & Evidence

Source: Cavallo, Sanasi, Ghezzi & Rangone (2021), pp. 250, 255–267; Kopmann, Kock, Killen & Gemünden (2015), pp. 529–540.

Each line is a claim from the register this journal publishes against, resolved from the register at build time.

  • A The design is four cases, and the paper says so: "a multiple case study has been performed related to four companies located in Brazil that adopted CI practices within dedicated business units to inform and support strategic decision-making" Cavallo, Sanasi, Ghezzi & Rangone (2021), pp. 255-256 · CSR21-C1
  • A The tension the study reports, verbatim: CI practices, "despite their strategic relevance and diffusion, are still extensively adopted for tactical use" Cavallo, Sanasi, Ghezzi & Rangone (2021), p. 250 · CSR21-C2
  • A What the study delivers is descriptive: "The authors provide detailed empirical evidence on the connection and use of CI practices throughout each stage of the strategy formulation process" Cavallo, Sanasi, Ghezzi & Rangone (2021), pp. 264-267 · CSR21-C3
  • A The authors bound their own generalisation: "This study is not free of limitations. First, the small sample size could limit the generalization and relevance of our findings; and second, the observer bias typical of qualitative studies" Cavallo, Sanasi, Ghezzi & Rangone (2021), p. 267 · CSR21-C4
  • A The three elements and the association: "We identify three elements of a business case control at the portfolio level": "the initial review, the ongoing mon""itoring during the project execution, and the postproject tracking until the business case is realized": and "Based on a cross-industry sample of 183 firms, we find that the business case control is positively related to the project portfolio success" Kopmann, Kock, Killen & Gemünden (2015), p. 529 · KKKG15-C1
  • A The construct is those three parts: "the initial review, the ongoing mon""itoring during the project execution, and the postproject tracking until the business case is realized" Kopmann, Kock, Killen & Gemünden (2015), pp. 531-532 · KKKG15-C2
  • A Monitoring is where a decision can still change: "the ongoing monitoring of the business case enables manage"ment to act early, which "may involve adjusting project scope or urgency" or cancelling projects for alternatives Kopmann, Kock, Killen & Gemünden (2015), p. 532 · KKKG15-C3
  • A The authors caution that formal controls may limit creativity and strain innovation in some portfolio environments Kopmann, Kock, Killen & Gemünden (2015), p. 540 · KKKG15-C5

Grades: A, verified against the printed page of the primary source · B, primary source, text layer only · C, authoritative secondary · D, reported.

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