Knowledge-based marketing and competitive advantage: developing new scales using mixed method approach

Abstract

Purpose One of the most challenging issues businesses face today is seeking ways toward gaining competitive advantage (CA). Although previous research considered several aspects in this regard, the literature has largely overlooked the process of gaining CA via knowledge-based marketing (KBM) capabilities. This paper aims to conceptualize KBM, to develop a new scale for KBM and to examine how to gain CA through KBM. Design/methodology/approach Drawing from the related literature and building on the concept of KBM, this paper conducted a mixed-method approach. After reaching a pool of items using qualitative methods, this paper developed new scales and validated them. This paper developed the model by highlighting the antecedent role of KBM toward CA. In the quantitative phase, using data collected from both public/private and manufacturing/service firms, this paper classified the extracted items into five critical factors. Moreover, the relationship between KBM and CA was tested. Findings The results indicate that KBM construct consists of five critical capabilities, including market research, competitive intelligence, supply chain management, customer relationship management and new product development. Moreover, there is a positive and significant relationship between KBM and CA. Originality/value The traditional ways to achieve CA no longer work. Instead, success in the existing business context necessitates firms to seek CA through their knowledge capabilities. Previous research did not fully address KBM antecedents toward CA in a comprehensive model. By developing a new scale for KBM, this paper tested its relationship with CA, which has hitherto received scant attention in the field of knowledge and competition.

Do human capital and relational capital influence knowledge-intensive firm competitiveness? The roles of export orientation and marketing knowledge capability

“…A company boosts its export performance when it aligns its employees' knowledge and skills with its marketing capabilities, which is known as knowledge-based marketing (Shafiee, 2021). Although some previous studies, such as Sun et al (2019) and Gregory et al (2019), have investigated the moderating role of marketing knowledge capabilities in corporate performance in the global context, but in no previous research has marketing knowledge capabilities been considered to moderate the relationship between human and relational capital and export orientation.…”

“…Although some previous studies, such as Sun et al (2019) and Gregory et al (2019), have investigated the moderating role of marketing knowledge capabilities in corporate performance in the global context, but in no previous research has marketing knowledge capabilities been considered to moderate the relationship between human and relational capital and export orientation. According to knowledge-based marketing theory (Shafiee, 2021), relational capital with marketing knowledge capabilities can improve corporate performance and lead to a competitive advantage. Because marketing knowledge capabilities adopt knowledge obtained from customers and competitors, the role of relational capital is considerable in this regard (Shafiee, 2022).…”

“…In the KBV, managers gain a sustainable competitive advantage by focusing on the company’s strategic knowledge and resources (Shafiee, 2021). Knowledge has increasingly established itself as an asset to achieve competitive advantage by many firms (Alinasab et al , 2022; Magni et al , 2022).…”

“…In general, human capital is an intangible resource of knowledge and information (Fernandes et al , 2000). Other organizational intangible resources, such as organizational processes, skills, knowledge and information are basically controlled by human capital (Shafiee, 2021). Thus, high-quality human capital is the primary source of organizational revival, innovation, creativity and competitive advantage (Papa et al , 2020).…”

Mediating Marketing Knowledge in the Effect of Cultural Intelligence on Consumers 'Decision-Making Style

“…Interestingly, unequivocal knowledge manages more goals, objective and specialized knowledge. A verbalized knowledge can be resolved orally or recorded as a hard copy, for example, PC programs, licenses, drawings, ideas or equations (Shafiee, 2021).…”