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A Study of Market Knowledge: A Conceptual Framework
|Issue Date: ||2013-07-01 17:55:44 (UTC+8)|
Although there is consensus in the marketing literature that market knowledge is reflected by market orientation, there is little insight into the nature of market knowledge. For example, is market knowledge for firms only from customer and competitor orientations (i.e., customer and competitor knowledge)? What natures of customer and competitor knowledge? What contents or dimensions does market knowledge include? Besides, what antecedents and consequents of market knowledge are? Given the exploratory nature of this study, the aim is to fill the important gap in the market knowledge literature. This thesis includes two studies, first one is to explore the nature of market knowledge and second one is to explore its antecedents and consequences. To this end, this study adopts discovery-oriented approach to delineate the domain of the market knowledge construct, provide an operational definition, and construct a comprehensive framework for directing future research.
The current study has interviewed fifteen companies (including B2B, B2C, and both of B2B and B2C) for study 1. The results show that there are six categories of market knowledge, which is called the framework of 3C plus 3P: external Customer, internal Customer (employee), Competitor, Partner, business Process, and Product. Based on previous literature, external Customer, Competitor, and Partner are categorized as the domain of external market knowledge; internal Customer (employee), business Process, and Product are categorized as the domain of internal market knowledge. There are several strategic issues in each category of market knowledge. Based on the findings, study 1 concludes seven propositions that the constitute elements of market knowledge are principally emerged from:
P1: Customer knowledge of firms comprises (1) customer profile, (2) customer relationship management, and (3) customer psychology and behavior.
P2: Internal customer (employee) knowledge of firms comprises (1) employee orientation, (2) human resource activity, and (3) performance sureness.
P3: Competitor knowledge of firms comprises (1) rivals’ strategies/actions and (2) firms’competitive actions.
P4: Partner knowledge of firms comprises (1) the characteristics of transactional partner and (2) strategic partner management.
P5: Business process knowledge of firms comprises (1) structure and process and (2) managerial IT application.
P6: Product knowledge of firms comprises (1) product pofolio and (2) product structure.
P7: Market knowledge of firms in their product-market comprises (1) customer, (2) internal customer (employee), (3) competitor, (4) partner, (5) business process, and (6) product.
The framework of “3C plus 3P” highlights the key role of market knowledge characteristics not only drawn from MO literature but also extracted from practitioner-based perspective. The result extends the understanding of market knowledge and fulfills the limitation of literature development in addition to extend the assertion of MO-related discipline. Because the generalizability of the results is limited, it is thus important to test the results in the future.
Subsequently, study 2 conducts field interviews with higher managers in diverse functions and organizations (including B2B, B2C, and both of B2B and B2C). This article is on the basis of market orientation, organizational learning, knowledge-based view and knowledge creation theory to develop an integrating framework and twelve research propositions. The framework concludes the antecedents, mediators, and consequences of market knowledge. The study 2 drawing from theoretical literature extracts and names these constructs:
(1) organization structures and designs: building market information section, sectionalization of cross-team knowledge-creation.
(2) characteristics of organizational learning: learning commitment of higher managers and overall learning culture.
(3) knowledge sharing sytem: incentives for knowledge sharing and policy of knowledge proposals.
(4) organizational supporting resources: knowledge slacks, managers’ experiential knowledge, and resources of knowledge development.
(5) knowledge network of industrial chain: customer interaction and partnerships linkage.
(6) macro environment: learning from third-parties/non-business domain and participation of industry-related organizations/activities.
(1) ex ante mechanism of knowledge integration: normalization of knowledge format, coding set, and interpretation with analysis.
(2) ex post mechanism of knowledge integration: discution and communiocation, dissemination by absorption, and keep remaing within firm.
(1) market strategy planning: capabilities of market-sensing and decision-making.
(2) marketing integration capability: marketing capability/productivity and marketing dynamic capability.
(3) marketing efficiency and effectiveness (productivity).
(4) market-related performance: customer loyalty, market penetration or related diversification, product brand extension, firm image, and risk aversion, and human capitals attraction.
Based on all of results, all constructs and proposition would be a guide of further research of market knowledge. Finally, contributions for theoies, implications for management practice, and research limitation are also discussed.
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|Source URI: ||http://thesis.lib.nccu.edu.tw/record/#G0963555042|
|Data Type: ||thesis|
|Appears in Collections:||[企業管理學系] 學位論文|
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