Market knowledge diffusion and business performance

Abstract

Purpose -Drawing on the burgeoning proactive market orientation literature and its role within the organizational learning-performance thesis, the aim of this aricle is to investigate further this nomological network. Design/methodology/approach -The article adopts a market knowledge diffusion approach to examine the effect of organizational learning (a second-order construct composed of knowledge acquisition, information distribution, information interpretation, and organizational memory) on both (reactive) market orientation and strategic proactiveness. Thereafter, it identifies both the pattern of direct relationships between these constructs and business performance and those moderated by strategic market planning capabilities. Using data generated from European high technology SBUs, the article uses structural equation modelling to test these relationships. Findings -It is found that organizational learning does significantly effect both proactive market orientation and strategic proactiveness. However, there is no direct effect of strategic proactiveness on business performance, but rather this relationship is mediated by market orientation. It is also found that strategic market planning capabilities moderate the market orientation-business performance relationship.Originality/value -This study acknowledges the paradox that results from the potential conflict between two important elements of strategy: commitment and flexibility. The article contributes and expands on the existing research by adopting the strategic ambidexterity perspective, effectively considering the co-existence of commitment and flexibility and the associated positive performance implications.

Customer satisfaction, loyalty, and commitment in online markets

“…En este contexto, la inteligencia de mercados ha sido reconocida como un recurso estratégico de la organización que facilita la toma de decisiones, impulsando el logro de ventajas competitivas en los mercados donde la empresa actúa (Day, 1994). Puede ser definida como la habilidad de la organización para procesar, interpretar y diseminar la información proveniente del mercado/entorno, facilitando el desarrollo de una coordinación interfuncional que permita a la organización responder de forma ágil ante los cambios en el mismo (Hughes et al, 2008). Esta forma de concebir la inteligencia de mercados sugiere que se trata de una actividad que alcanza a toda la organización, siendo responsables de ella todos los departamentos funcionales que desempeñan algún papel en relación a la generación de conocimientos y habilidades asociadas a la tríada productos-clientes-competencia (Kahn, 2001;Moorman y Rust, 1999).…”

“…Sólo mediante la captación y procesamiento de información relevante de cada país-mercado se podrán tomar las adecuadas decisiones de marketing, influyendo decisivamente en el resultado de la actividad exportadora (Hughes et al, 2008). Por ello, la inteligencia de mercados se concibe como un factor clave para reducir la incertidumbre asociada al entorno de los mercados extranjeros, permitiendo superar las barreras psicológicas a la exportación y facilitando la dirección estratégica de marketing de la empresa exportadora (Belich y Dubinsky, 1999;Cadogan et al, 2012).…”

Acculturative Iconic Product Attractiveness and Marketing Performance

“…H1: The higher the product-line innovativeness, the more the attractiveness of iconic acculturative product Consumer Need Adaptability Study on market sensing has been done for decades (Day, 1994;Foley & Fahy, 2009;Hughes, Morgan, & Kouropalatis, 2008;Lindblom, Olkkonen, Mitronen, & Kajalo, 2008;Lings & Greenley, 2010) demonstrated the importance of understanding the market signals, especially consumer's needs appeared in the market place for further strategy anticipation and development. Study of Lindblom et al (2008) pinpointed that company should manage the market sensing process through market sensing activities, sense-making activities and response to the market by utilizing the gathered and interpreted information for better strategy implementation.…”

The Influence of Knowledge Management on Learning in Government Organisations

“…Therefore Basadur and Gelade [39] argued that the current concepts of KM and OL can improve organisational effectiveness through grasping opportunities that lead to better enhancement of human capital, innovation, social and organisational capital [12] [40] [41]. The cyclical development of OL caused by KM gives strength for the strategic role of the KM holistic and comprehensive model [42]. However, both OL and KM practices require a culture of trust and cooperation in order to play a role in the organisation ability towards organisational innovation (OI) or organisational competitiveness (OC) [43]- [45].…”

“…a learning climate this is believed to be effective in developing learning organization capacity [52] [53]. OL is found to resonate and develop in a dynamic process where knowledge moves along the different levels of action, going from an individual to a group level, and then to the organisational level and back again [54] [42]. This relationship between KM and OL is therefore believed to be as the hook adopting new habits and beliefs that would facilitate the transition from a reactive attitude, characterized by a slow adaptation to change, to a proactive attitude that anticipates modifications [39] [55].…”