335
Views
14
CrossRef citations to date
0
Altmetric
Original Articles

Market knowledge of the travel industry from knowledge-based view: a case of two Taiwanese travel agencies

&

References

  • Alexa. (2013). Find similar sites. Retrieved July 26, 2013, from http://www.alexa.com/find-similar-sites#site
  • Berg, B. L. (2004). Qualitative research methods for the social sciences (5th ed.). Boston, MA: Allyn and Bacon.
  • Brown, S. L., & Eisenhardt, K. M. (1997). The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations. Administrative Science Quarterly, 42(1), 1–35.
  • Caddy, I., Petty, R., & Guthrie, J. (2001). Managing orphan knowledge: Current Australasian best practice. Journal of Intellectual Capital, 2(4), 384–397.
  • Cooper, C. (2006). Knowledge management and tourism. Annals of Tourism Research, 33(1), 47–64.
  • Cui, A. S., Griffith, D. A., & Cavusgil, S. T. (2005). The influence of competitive intensity and market dynamism on knowledge management capabilities of multinational corporation subsidiaries. Journal of International Marketing, 13(3), 32–53.
  • Day, G. S., & Wensley, R. (1988). Assessing advantage: A framework for diagnosing competitive superiority. Journal of Marketing, 52(2), 1–20.
  • 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.
  • Gagné, M. (2009). A model of knowledge-sharing motivation. Human Resource Management, 48(4), 571–589.
  • Geertz, C. (1973). Thick description: Toward an interpretive theory of culture. In C. Geertz (Ed.), The interpretation of cultures. (pp. 3–30). New York, NY: Basic Books.
  • George, W. R. (1990). Internal marketing and organizational behavior: A partnership in developing customer-conscious employees at every level. Journal of Business Research, 20(1), 63–70.
  • Glaser, B., & Strauss, A. (1967). The discovery of grounded theory: Strategies for qualitative research. New Brunswick, NY: Aldine Transition.
  • Glazer, R. (1991). Marketing in an information-intensive environment: Strategic implications of knowledge as an asset. Journal of Marketing, 55, 1–19.
  • Gounaris, S. (2006). Internal-market orientation and its measurement. Journal of Business Research, 59(4), 432–448.
  • Grant, R. M. (1996). Toward a knowledge-based theory of the firm. Strategic Management Journal, 17(special issue), 109–122.
  • Hallin, C. A., & Marnburg, E. (2008). Knowledge management in the hospitality industry: A review of empirical research. Tourism Management, 29(2), 366–381.
  • Hauser, J. R., Simester, D. I., & Wernerfelt, B. (1996). Internal customers and internal suppliers. Journal of Marketing Research, 33(3), 268–280.
  • Hu, M. L. M., Horng, J. S., & Sun, Y. H. C. (2009). Hospitality teams: Knowledge sharing and service innovation performance. Tourism Management, 30(1), 41–50.
  • Kohli, A. K., & Jaworski, B. J. (1990). Market orientation: The construct, research propositions, and managerial implications. Journal of Marketing, 54(3), 1–18.
  • Lings, I., & Greenley, G. E. (2010). Internal market orientation and market-oriented behaviours. Journal of Service Management, 21(3), 321–343.
  • Mahoney, J. T. (1995). The management of resources and the resource of management. Journal of Business Research, 33(2), 91–101.
  • Narver, J. C., & Slater, S. F. (1990). The effect of a market orientation on business profitability. Journal of Marketing, 54(4), 20–35.
  • Nieves, J., & Haller, S. (2014). Building dynamic capabilities through knowledge resources. Tourism Management, 40(1), 224–232.
  • Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization Science, 5(1), 14–37.
  • Padgett, D. K. (1998). Qualitative methods in social work research: Challenges and rewards. Thousand Oaks, CA: Sage Publications.
  • Parasuraman, A., Zeithaml, V. A., & Berry, L. L. (1985). A conceptual model of service quality and its implications for future research. Journal of Marketing, 49(4), 41–50.
  • Pizam, A. (2007). Does the tourism/hospitality industry possess the characteristics of a knowledge-based industry? International Journal of Hospitality Management, 26(4), 759–763.
  • Rust, R. T., & Cooil, B. (1994). Reliability measures for qualitative data: Theory and implications. Journal of Marketing Research, 31(1), 1–14.
  • Sarkar, M. B., Echambadi, R., Cavusgil, S. T., & Aulakh, P. S. (2001). The influence of complementarity, compatibility, and relationship capital on alliance performance. Journal of the Academy of Marketing Science, 29(4), 358–373.
  • Schindehutte, M., Morris, M. H., & Kocak, A. (2008). Understanding market-driving behavior: The role of entrepreneurship. Journal of Small Business Management, 46(1), 4–26.
  • Sengupta, S., Krapfel, R. E., & Pusateri, M. A. (1997). Switching costs in key account relationships. Journal of Personal Selling and Sales Management, 17(4), 9–16.
  • Shaw, G., & Williams, A. (2009). Knowledge transfer and management in tourism organisations: An emerging research agenda. Tourism Management, 30(3), 325–335.
  • Sinkula, J. M. (1994). Market information processing and organizational learning. Journal of Marketing, 58(1), 35–45.
  • Slater, S. F., Olson, E. M., & Sørensen, H. E. (2012). Creating and exploiting market knowledge assets. Journal of Business Strategy, 33(4), 18–27.
  • Spender, J. C. (1996). Making knowledge the basis of a dynamic theory of the firm. Strategic Management Journal, 17(special issue), 45–62.
  • Srivastava, R. K., Shervani, T., & Fahey, L. (1998). Market-based assets and shareholder value: A framework for analysis. Journal of Marketing, 62(1), 1–18.
  • Srivastava, R., Shervani, T., & Fahey, L. (1999). Marketing, business processes and shareholder value: An organizationally embedded view of marketing activities and the discipline of marketing. Journal of Marketing, 63(Special Issue), 168–179.
  • Tanriverdi, H., & Venkatraman, N. (2005). Knowledge relatedness and the performance of multibusiness firms. Strategic Management Journal, 26, 97–119.
  • Turkson, E. R., & Riley, M. (2008). The problem of eliciting management knowledge: A case of research into hospitality management knowledge. International Journal of Hospitality Management, 27(4), 584–593.
  • Weidenfeld, A., Williams, A. M., & Butler, R. W. (2010). Knowledge transfer and innovation among attractions. Annals of Tourism Research, 37(3), 604–626.
  • Yang, J. T. (2004). Qualitative knowledge capturing and organizational learning: Two case studies in Taiwan hotels. Tourism Management, 25(4), 421–428.
  • Yang, J. T. (2007). Knowledge sharing: Investigating appropriate leadership roles and collaborative culture. Tourism Management, 28(2), 530–543.
  • Yang, J. T. (2010). Antecedents and consequences of knowledge sharing in international tourist hotels. International Journal of Hospitality Management, 29(1), 45–52.
  • Yang, J. T., & Wan, C. S. (2004). Advancing roles and functions for knowledge management coordination. Tourism Management, 25(5), 593–601.
  • Yin, R. (1989). Case study research: Design and methods. Newbury Park, CA: Sage Publications.

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.