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Abstract
The purpose of this study is to explore what market knowledge of the travel industry involves. Although there has been consensus that market knowledge is drawn from the market orientation theory, little insight into the nature and issue of market knowledge from the knowledge-based view is identified. Thus, our aim is to fill this gap in the market knowledge of tourism literature.
To this end, this study adopts the discovery-oriented approach of qualitative study to delineate the domain of the market knowledge construct in the travel industry setting.
The study interviewed two companies and summarized four categories of 4C market knowledge: Knowledge of external customer (customer) including customer profile, traveler’s psychology and behavior, and customer relationships management; internal customer (employee) including employee equity, workforce management, and performance control; competitor, including competitive status and competitive response; and partner client (supplier and distributor), including partners’ characteristics and supply chain management.
This study provides operational definitions and a legible framework of market knowledge for directing future research.
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References
- Berg, B.L. (2004). Qualitative Research Methods for the Social Sciences. 5th ed. Boston Mass: Allyn and Bacon, Inc.
- Caddy, I., Petty, R., & Guthrie, J. (2001). Managing orphan knowledge: Current australasian best practice. Journal of Intellectual Capital, 2(4), 384-397. DOI: https://doi.org/10.1108/14691930110409679
- De Luca, L.M., & Atuahene-Gima, K. (2007). Market knowledge dimensions and cross-functional collaboration: Examining the different routes to product innovation performance. Journal of Marketing, 71(1), 95-112. DOI: https://doi.org/10.1509/jmkg.71.1.095
- Hallin, C.A., & Marnburg, E. (2008). Knowledge management in the hospitality industry: A review of empirical research. Tourism Management, 29(2), 366-381. DOI: https://doi.org/10.1016/j.tourman.2007.02.019
- Hu, M.L., Horng, J.S., & Sun, Y.H. (2009). Hospitality teams: Knowledge sharing and service innovation performance. Tourism Management, 30(1), 41-50. DOI: https://doi.org/10.1016/j.tourman.2008.04.009
- Nieves, J., & Haller, S. (2014). Building dynamic capabilities through knowledge resources. Tourism Management, 40(1), 224-232. DOI: https://doi.org/10.1016/j.tourman.2013.06.010
- Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization Science, 5 (1), 14-37. DOI: https://doi.org/10.1287/orsc.5.1.14
- Shaw, G., & Williams, A. (2009). Knowledge transfer and management in tourism: An emerging research agenda. Tourism Management, 30(3), 325-335. DOI: https://doi.org/10.1016/j.tourman.2008.02.023
- Sinkula, J.M. (1994). Market information processing and organizational learning. Journal of Marketing, 58(1), 35-45. DOI: https://doi.org/10.1177/002224299405800103
- Weidenfeld, A., Williams, A.M., & Butler, R.W. (2010). Knowledge transfer and innovation among attractions. Annals of Tourism Research, 37(3), 604-626. DOI: https://doi.org/10.1016/j.annals.2009.12.001
- Yang, J.T. (2010). Antecedents and consequences of knowledge sharing in international tourist hotels. International Journal of Hospitality Management, 29(1), 45-52. DOI: https://doi.org/10.1016/j.ijhm.2009.05.004
- Yang, J.T., & Wan, C.S. (2004). Advancing roles and functions for knowledge management coordination. Tourism Management, 25(5), 593-601. DOI: https://doi.org/10.1016/j.tourman.2003.08.002
- Yin, R. (1989). Case Study Research: Design and Methods. Newbury Park, CA: Sage Publications.
References
Berg, B.L. (2004). Qualitative Research Methods for the Social Sciences. 5th ed. Boston Mass: Allyn and Bacon, Inc.
Caddy, I., Petty, R., & Guthrie, J. (2001). Managing orphan knowledge: Current australasian best practice. Journal of Intellectual Capital, 2(4), 384-397. DOI: https://doi.org/10.1108/14691930110409679
De Luca, L.M., & Atuahene-Gima, K. (2007). Market knowledge dimensions and cross-functional collaboration: Examining the different routes to product innovation performance. Journal of Marketing, 71(1), 95-112. DOI: https://doi.org/10.1509/jmkg.71.1.095
Hallin, C.A., & Marnburg, E. (2008). Knowledge management in the hospitality industry: A review of empirical research. Tourism Management, 29(2), 366-381. DOI: https://doi.org/10.1016/j.tourman.2007.02.019
Hu, M.L., Horng, J.S., & Sun, Y.H. (2009). Hospitality teams: Knowledge sharing and service innovation performance. Tourism Management, 30(1), 41-50. DOI: https://doi.org/10.1016/j.tourman.2008.04.009
Nieves, J., & Haller, S. (2014). Building dynamic capabilities through knowledge resources. Tourism Management, 40(1), 224-232. DOI: https://doi.org/10.1016/j.tourman.2013.06.010
Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization Science, 5 (1), 14-37. DOI: https://doi.org/10.1287/orsc.5.1.14
Shaw, G., & Williams, A. (2009). Knowledge transfer and management in tourism: An emerging research agenda. Tourism Management, 30(3), 325-335. DOI: https://doi.org/10.1016/j.tourman.2008.02.023
Sinkula, J.M. (1994). Market information processing and organizational learning. Journal of Marketing, 58(1), 35-45. DOI: https://doi.org/10.1177/002224299405800103
Weidenfeld, A., Williams, A.M., & Butler, R.W. (2010). Knowledge transfer and innovation among attractions. Annals of Tourism Research, 37(3), 604-626. DOI: https://doi.org/10.1016/j.annals.2009.12.001
Yang, J.T. (2010). Antecedents and consequences of knowledge sharing in international tourist hotels. International Journal of Hospitality Management, 29(1), 45-52. DOI: https://doi.org/10.1016/j.ijhm.2009.05.004
Yang, J.T., & Wan, C.S. (2004). Advancing roles and functions for knowledge management coordination. Tourism Management, 25(5), 593-601. DOI: https://doi.org/10.1016/j.tourman.2003.08.002
Yin, R. (1989). Case Study Research: Design and Methods. Newbury Park, CA: Sage Publications.