Marketing Knowledge Management in Business Organizations

RESUMO Este estudo tem como objetivo examinar a relação entre os componentes da orientação para o mercado - orientação para o cliente, orientação para a concorrência, coordenação interfuncional e capacidades de arquitetura de marketing - e o desempenho da empresa. Pesquisadores vêm tentando encontrar uma solução para a lacuna existente entre a orientação para o mercado e o desempenho da empresa. Os sujeitos deste estudo foram 358 proprietários ou gestores de pequenas e médias empresas (PMEs) em Java Central, na Indonésia. A pesquisa utilizou Modelagem de Equações Estruturais (SEM) para analisar os dados. Os resultados mostraram que a Orientação para o Cliente (OCL), a Orientação para Concorrência (OC) e a Coordenação Interfuncional (CI) tiveram uma influência significativa nas Capacidades de Arquitetura de Marketing (CAM) e no Desempenho da Empresa (DE), e que as CAM também tiveram uma influência significativa no desempenho da empresa. Além disso, as CAM podem mediar a relação entre a orientação para o cliente, a orientação para a concorrência, a coordenação interfuncional e o desempenho da empresa.

Section: Customer Orientation and Architectural Marketing Capabilitiesmentioning

confidence: 99%

Designing Architectural Marketing Capabilities to Increase the Performance of Small and Medium-Sized Enterprises

2021

“…Consequently, strategic knowledge should be appreciated as a treasured resource for the organizations despite the sector and business they are working in (Foumani & Chirani, 2012). In addition to the agreed-upon benefits, the marketing studies agree that the marketing knowledge mirrors both explicit as well as tacit knowledge.…”

Section: Introductionmentioning

confidence: 99%

“…It involves strategies with rivals, collaborations tactics, and customer relationships. Furthermore, marketing knowledge (MK) indicates the learned lessons from the earlier marketing experiences to be employed when developing new products or while retaining the relationships with existing customers (Foumani & Chirani, 2012). Thus, this knowledge ought to be managed effectively (Kermally, 2019) .…”

Section: Introductionmentioning

confidence: 99%

“…Competency and incremental innovations indicate a solution to reduce sustainable development pressures. Besides, innovation serves to develop new capabilities to remove any unwanted business practices and to capture the business value successfully (Foumani & Chirani, 2012;Massa & Tucci, 2013). On the one hand, the merger between innovation and existing business settings is hard to achieve (Chesbrough, 2010;Massa & Tucci, 2013).…”

Section: Introductionmentioning

confidence: 99%

“…On the one hand, the merger between innovation and existing business settings is hard to achieve (Chesbrough, 2010;Massa & Tucci, 2013). On the other hand, as the success of any innovation effort is not only the accountability of the innovativeness/actor, the role of social and business contexts need to be improved and systemic at all levels (Foumani & Chirani, 2012;Massa & Tucci, 2013).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

The Effect of Marketing Knowledge Management on Bank Performance Through Fintech Innovations: A Survey Study of Jordanian Commercial Banks

Asfour

et al. 2020

IJIKM

Aim/Purpose: This study aimed to examine the effect of marketing knowledge management (MKM) on bank performance via the mediating role of the Fintech innovation in Jordanian commercial banks. Background: An extensive number of studies found a significant relationship between Marketing knowledge management and bank performance (e.g., Akroush & Al-Mohammad, 2010; Hou & Chien 2010; Rezaee & Jafari, 2015; Veismoradi et al., 2013). However, there remains a lack of clarity regarding the relationship between marketing knowledge management (MKM) and bank performance (BP). Furthermore, the linkage between MKM and BP is not straightforward but, instead, includes a more complicated relationship. Therefore, it is argued that managing marketing knowledge management assets and capabilities can enhance performance via the role of financial innovation as a mediating factor on commercial banks; to date, however, there is no empirical evidence. Methodology: Based on a literature review, knowledge-based theory, and financial innovation theory, an integrated conceptual framework has been developed to guide the study. A quantitative 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 (SEM) was used to analyze and verify the study variables. Contribution: This article contributes to theory by filling a gap in the literature regarding the role of marketing knowledge management assets and capabilities in commercial banks operating in a developing country like Jordan. It empirically examined and validated the role of Fintech innovation as mediators between marketing knowledge management and bank performance Findings: The main findings revealed that marketing knowledge management had a significant favorable influence on bank performance. Fintech innovation acted as partial mediators in this relationship. Recommendations for Practitioners: Commercial banks should be fully aware of the importance of knowledge management practices to enhance their financial innovation and bank performance. They should also consider promoting a culture of practicing knowledge management processes among their managers and employees by motivating and training to promote innovations. Recommendation for Researchers: The result endorsed Fintech innovation’s mediating effect on the relationship between the independent variable, marketing knowledge management (assets and capabilities), and the dependent variable bank performance, which was not addressed before; thus, it needs further validation. Future Research: The current designed research model can be applied and assessed further in other sectors, including banking and industrial sectors across developed and developing countries. It would also be of interest to introduce other variables in the study model that can act as consequences of MKM capabilities, such as financial and non-financial performance measures

Validation of the impact of marketing knowledge management on business performance via digital financial innovation as a mediating factor

Asfour

et al. 2020

VJIKMS

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.