Abstract
Problem statement: Marketing scholars have emphasized the importance of market orientation. While a number of studies discover the positive influence of market orientation on a variety of organizations phenomena, the understanding of factors that facilitate market orientation is limited. This study develops a conceptual model in which knowledge sharing is proposed to be the antecedent to three perspectives of market orientation-customer orientation, competitor orientation and inter-functional coordination. With a knowledge sharing culture in place, tourism firms can encourage employees to exchange understanding of customers and competitors. It then enhances tourism firms’ market positions. Conclusion: Future research can test these propositions to enrich our understanding of the interaction between knowledge management and market orientation in the tourism industry.
Highlights
Marketing scholars have argued that marketoriented firms can gain benefits from superior market performance (Amirkhani and Fard, 2009; Pulendran et al, 2000)
This study provides new understanding which regards knowledge sharing as the antecedent of market orientation
Demonstrated that knowledge sharing is of importance reported that customer values had positive impacts on for a variety of organizational phenomena, such as both customer and competitor orientation and market service innovation (Cavusgil et al, 2003), employee orientation was significantly related to competitive satisfaction (Ku and Fan, 2009) and new product advantage in the hotel industry
Summary
Marketing scholars have argued that marketoriented firms can gain benefits from superior market performance (Amirkhani and Fard, 2009; Pulendran et al, 2000). Research efforts meets the notion of market orientation in which have been placed to understand the antecedents of customers and competitors are the focus Based on the above argument, this study develops the following proposition: knowledge sharing has a positive effect on customer orientation. Organizational artifacts (Homburg and Pflesser, 2000), Firms should encourage employees to share knowledge external environment (Cadogan et al, 2001), regarding the selling practices, strengths and governance (Qu, et al, 2005) and top management weaknesses of their firms’ competitors The effect of above argument, this study develops the following market orientation on business performance of the proposition: knowledge sharing has a positive effect on competitor orientation.
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