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Article
Publication date: 1 April 2002

Kjell Grønhaug

Market knowledge is usually believed to be useful. Both the concepts of “knowledge” and “useful” are, however, rather ambiguous and used in multiple ways. The concepts are…

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Abstract

Market knowledge is usually believed to be useful. Both the concepts of “knowledge” and “useful” are, however, rather ambiguous and used in multiple ways. The concepts are clarified, and requirements for adequate knowledge use discussed. An important conclusion is that academian marketing knowledge can be useful, requiring, however, both knowledge, time‐consuming and motivated efforts.

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European Journal of Marketing, vol. 36 no. 3
Type: Research Article
ISSN: 0309-0566

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Article
Publication date: 4 October 2021

Armando Papa, Alice Mazzucchelli, Luca Vincenzo Ballestra and Antonio Usai

Previous research focused on open innovation (OI) suggests that enterprises benefit from adopting the journey; however, the relationship among OI, marketing journey and…

Abstract

Purpose

Previous research focused on open innovation (OI) suggests that enterprises benefit from adopting the journey; however, the relationship among OI, marketing journey and knowledge-intensive innovation marketing activities (KIIMA) remains unclear. The present study proposes a conceptual model of the marketing journey linking heterogeneous modes of marketing collaboration to knowledge-intensive activities.

Design/methodology/approach

The conceptual model was tested via ordinary least squares (OLS) linear regression based on a sample of data drawn from the Eurostat database.

Findings

The results indicate that strategies are a robust proxy for evaluating KIIMA, and partnerships, heterogeneous sources of knowledge and different marketing modes for collaboration among European knowledge-intensive firms are core antecedents of KIIMA, such as new-product development and marketing innovation, as well as firms' sustainable competitive advantage.

Originality/value

This study fills the gap by tracking the role of the journey within marketing collaborations on KIIMA, and it intervenes in the debate about interactive marketing innovation mechanisms. The study contributes to OI, knowledge management and the marketing literature by identifying the heterogeneous modes for marketing collaborations under which the marketing journey enhances knowledge-intensive activities such as those for marketing innovation.

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International Marketing Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0265-1335

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Article
Publication date: 18 May 2021

Carmela Peñalba-Aguirrezabalaga, Josune Sáenz, Paavo Ritala and Mika Vanhala

This paper aims to adopt a contextual approach to the knowledge-performance linkage by deepening into the role of marketing and sales employees’ knowledge resources in the…

Abstract

Purpose

This paper aims to adopt a contextual approach to the knowledge-performance linkage by deepening into the role of marketing and sales employees’ knowledge resources in the generation and delivery of superior customer experiences (CEs) and into the motivational antecedents of knowledge acquisition and development.

Design/methodology/approach

To gather information about the variables studied in this research, a survey was conducted among Spanish firms with at least 100 employees, resulting in a representative sample of 346 companies. Structural equation modeling based on partial least squares was then applied to test the hypothesized relationships.

Findings

The results show that employees’ motivation (and especially intrinsic motivation) affects CE both directly and indirectly through its influence on marketing-specific human capital. More precisely, customer knowledge and different types of marketing-related skills (creativity, targeting, problem-solving, social media management and communication skills) are the only constituents of marketing-specific human capital that significantly affect relative CE performance (i.e. performance vis-à-vis competitors), while product/service and market knowledge do not play a relevant role.

Originality/value

The results contribute both to the knowledge management and intellectual capital literatures by highlighting the motivational levers of human capital in the context of the marketing and sales function and the specific types of employee knowledge resources that induce superior CEs. Consequently, marketing and sales managers are provided with useful guidance to shape their human resource management policies and to establish their knowledge priorities.

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Journal of Knowledge Management, vol. 25 no. 10
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 4 June 2021

Carmela Peñalba-Aguirrezabalaga, Paavo Ritala and Josune Sáenz

The importance of integrating both internal and external knowledge into the product/service innovation process has been widely recognized in the knowledge management and…

Abstract

Purpose

The importance of integrating both internal and external knowledge into the product/service innovation process has been widely recognized in the knowledge management and innovation literature. Likewise, the role of the marketing and sales function as a driver of innovation has been stressed because of its market-facing role. However, limited research has investigated the complementarity of both internal and external knowledge regarding product/service innovation performance in a marketing context. The purpose of this study is to analyze marketing departments’ role in accessing internal and external knowledge resources (i.e. marketing-specific relational capital [RC]) to reach improved product and service innovation performance.

Design/methodology/approach

The analysis uses empirical evidence collected by a structured survey of 346 respondents representing marketing and sales functions in Spanish companies.

Findings

The survey revealed that marketing-specific internal relational capital at the department and inter-department levels, as well as noncustomer external RC, are directly associated with product/service innovation performance. Further, the analyses show that the relationship between customer-specific RC and innovation performance is mediated by other types of RC, making it a fundamental antecedent to the innovation process. Finally, significant differences in marketing-specific RC subcomponents were found between business-to-consumer (B2C) and business-to-business (B2B) firms.

Originality/value

This study makes a valuable contribution to marketing and management literature by revealing the types of social interactions in the marketing function that enable access to knowledge sources that promote successful product/service innovation.

Details

Journal of Business & Industrial Marketing, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0885-8624

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Book part
Publication date: 24 October 2015

Debora Atala Pires, Thelma Valéria Rocha, Felipe Mendes Borini and Dennys Eduardo Rossetto

The objective is to determine if there are groups of subsidiaries that are different in regard to the implementation of strategies, structures, and processes and the…

Abstract

Purpose

The objective is to determine if there are groups of subsidiaries that are different in regard to the implementation of strategies, structures, and processes and the transfer of marketing knowledge in emerging markets.

Methodology/approach

A survey with 101 largest foreign subsidiaries located in Brazil was conducted. The data collection process was conducted online and by telephone.

Findings

Three subsidiary groups based on the configuration of their international marketing activities were characterized: Cluster 1, called “Subsidiary with Knowledge Marketing Activities”; Cluster 2, called “Subsidiaries with Global Marketing Activities”; and Cluster 3, called “Subsidiaries with Local Marketing Activities.” Compared to the two other groups, Cluster 1 is the group with the minor number of companies, but it has a better strategic performance than other clusters.

Research limitations/implications

This study was developed in only one emerging country, Brazil, and with 101 subsidiaries from MNCs. This could be extended to other countries, such as China, Russia, India, and Turkey and with more subsidiaries. Related to the construct measurements, one limitation is the qualitative measure of performance.

Practical implications

Subsidiaries that work with global marketing should pool their efforts to create and transfer marketing knowledge to improve their performance. Subsidiaries with local marketing activities may even perform more satisfactorily in the short term, but they should concern to contribute to the overall competitive edge of the corporation.

Originality/value

The discussion about marketing in emerging markets and the way in which the transfer of marketing knowledge can be reflected in the performance.

Details

International Marketing in the Fast Changing World
Type: Book
ISBN: 978-1-78560-233-7

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Article
Publication date: 16 February 2021

Agneta Sundström, Akmal S. Hyder and Ehsanul Huda Chowdhury

The aim of this study is to develop and evaluate a market-oriented business model (MOBM) and analyze how it contributes to internationalization of SMEs' disruptive innovation.

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1141

Abstract

Purpose

The aim of this study is to develop and evaluate a market-oriented business model (MOBM) and analyze how it contributes to internationalization of SMEs' disruptive innovation.

Design/methodology/approach

Based on market orientation literature, an MOBM is developed and assessed through collaboration among companies, researchers and networking partners. For the evaluation of the model, qualitative data was collected through workshops, interviews and participatory observations at four case SMEs. Methodologically, the implementation of the MOBM consists of a systematic knowledge development process by following four work packages to support the companies' market-oriented internationalization.

Findings

The results show that SMEs face internal barriers to developing innovativeness that hinder them from creating effective disruptive innovation for the international buyer chain. The study finds that SMEs need to work with an MOBM for developing market intelligence within the organization and seek external support for entering the international market.

Practical implications

The methodological strength allows application, evaluation and modification of the MOBM in close collaboration with the SMEs that directly benefit from its implementation. Modifying the principles of market orientation by practical application, SMEs can apply the MOBM to analyze their internationalization capacity for high-tech disruptive innovations.

Originality/value

This article contributes to new thinking by introducing market orientation to SMEs' internationalization of disruptive innovation. The study highlights the less researched field of disruptive innovation by developing the MOBM to deal with SMEs' internationalization.

Details

Marketing Intelligence & Planning, vol. 39 no. 5
Type: Research Article
ISSN: 0263-4503

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Article
Publication date: 30 March 2020

Kuan-Yang Chen and Tzung-Cheng Huan

This study aims to explore three critical factors, namely, specific assets investment (SAI), knowledge integration mechanism (KIM) and complementary capability (CC), the…

Abstract

Purpose

This study aims to explore three critical factors, namely, specific assets investment (SAI), knowledge integration mechanism (KIM) and complementary capability (CC), the antecedents of market knowledge from on structure, process and strategy aspects. This study then tests their effects on the market knowledge-market performance linkage in an asymmetric commerce relationship.

Design/methodology/approach

This study identified the asymmetric business-to-business (B2B) channel relationship of travel service industry. A total of 248 responses were received from the two waves of data collection and the data was analyzed by the structural equation modeling method.

Findings

Based on the managerial theory related to transaction cost, knowledge-based view and resource-dependent, SAI, KIM and CC all affect market knowledge, and had an indirect effect on market performance; market knowledge significantly and positively affects market performance.

Research limitations/implications

In addition to relationship marketing or social exchange theory, this study provides an integrated framework with different theoretical studies to supplement the explanation of relationship marketing theory in the non-significant relationship between trust and commitment and their outcomes.

Practical implications

This study provides answers for weaker firms how to enhance their market knowledge from their stronger partners.

Originality/value

No current studies have explored how service firms with weak bargaining power could enhance their market knowledge under an imbalanced B2B relationship. This supports the call for the possible factors as the key antecedents of market knowledge on the asymmetric B2B relationship.

Details

Journal of Knowledge Management, vol. 24 no. 3
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 31 July 2020

Amir Zakery and Mohammad Sadegh Saremi

International businesses play a significant role in the growth, innovation and survival of technology-based firms (TBFs). Creating new opportunities in international…

Abstract

Purpose

International businesses play a significant role in the growth, innovation and survival of technology-based firms (TBFs). Creating new opportunities in international markets, using communication networks and confronting constraints on available resources have distinguished the internationalization of small and medium-sized enterprises (SMEs) and intensified the importance of knowledge acquisition and continuous learning. This study aimed to (1) configure (the types and sources of) and (2) measure the internationalization knowledge of TBFs, by focusing on a knowledge-intensive part of the health industry in an emerging country: Iranian advanced medical equipment companies.

Design/methodology/approach

For this purpose, a qualitative approach was adopted to interview the leaders of eight TBFs exporting medical equipment. Obtained data were investigated using content analysis.

Findings

According to the content analysis results for configuration, technological knowledge and market knowledge were mainly obtained through direct experience and vicarious learning; however, internationalization knowledge is not so established as the third major knowledge area to integrate technological with market knowledge in line with corporate strategies of an internationalizing firm. For measurement of knowledge assets of internationalizing firms as a prerequisite for continuous improvement, several intellectual capital indices were extracted, including human, structural and relational capital.

Originality/value

This research complements existing literature in internationalization knowledge configuration via deploying an "Intellectual capital" perspective. It could enhance efforts for improving the learning of internationalizing SMEs, especially in the developing countries.

Details

Journal of Intellectual Capital, vol. 22 no. 2
Type: Research Article
ISSN: 1469-1930

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Article
Publication date: 21 June 2020

Carmela Peñalba-Aguirrezabalaga, Josune Sáenz and Paavo Ritala

The aims of this paper are to identify and classify the knowledge resources that shape intellectual capital (IC) within the marketing function, to develop and validate a…

Abstract

Purpose

The aims of this paper are to identify and classify the knowledge resources that shape intellectual capital (IC) within the marketing function, to develop and validate a related scale and to demonstrate the scale's applicability in an empirical context.

Design/methodology/approach

A literature-based approach was adopted to identify and classify knowledge assets in the field of marketing. The new scale's content was then tested in a number of companies with different profiles. A subsequent survey of a representative sample of 346 Spanish firms sought to validate the scale and to assess those companies' marketing-related IC.

Findings

The literature search provided the basis for a marketing-related IC architecture comprising three main categories, nine subcategories and eighty items whose validity was tested and confirmed. The survey revealed that marketing-specific human capital (HC) is the most developed knowledge resource in Spanish firms, followed by marketing-specific relational capital (RC), while marketing-specific structural capital (SC) is the least developed. Significant differences were also found among companies with different profiles (B2C vs B2B, high-tech vs low-tech and manufacturing vs services).

Originality/value

This study makes a valuable contribution to the IC literature as one of the first to deploy the general IC framework in a specific functional area (here: marketing and sales) for more meaningful and in-depth assessment of firm-specific knowledge resources.

Details

Journal of Intellectual Capital, vol. 21 no. 6
Type: Research Article
ISSN: 1469-1930

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Article
Publication date: 31 August 2020

Hani Al-Dmour, Futon Asfour, Rand Al-Dmour and Ahmed Al-Dmour

This study aims to examine and validate the impact of marketing knowledge management (MKM) (assets and capabilities) on business performance (BP) via the mediating role of…

Abstract

Purpose

This study aims to examine and validate the impact of marketing knowledge management (MKM) (assets and capabilities) on business performance (BP) via the mediating role of the digital financial innovation in Jordanian commercial banks.

Design/methodology/approach

Based on a literature review, recourses-based theory, knowledge-based theory and financial innovation theory, an integrated conceptual framework has been developed to guide the study. A quantitative survey approach was used, and the data was collected from 336 managers and employees in all 13 Jordanian commercial banks using online and in hand instruments. Structural equation modeling was used to analyze and verify the study variables.

Findings

The main findings revealed that the MKM had a significant positive influence on BP. Digital financial innovation acted as a partial mediators in this relationship.

Originality/value

This paper contributes to theory by filling a gap in the literature regarding the role of MKM assets and capabilities in commercial banks operating in developing countries such as Jordan. It empirically examines and validates the role of digital financial innovation as mediators between MKM and BP.

Details

VINE Journal of Information and Knowledge Management Systems, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2059-5891

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