Hyppää sisältöön
    • Suomeksi
    • På svenska
    • In English
  • Suomeksi
  • In English
  • Kirjaudu
Näytä aineisto 
  •   Etusivu
  • LUTPub
  • Tieteelliset julkaisut
  • Näytä aineisto
  •   Etusivu
  • LUTPub
  • Tieteelliset julkaisut
  • Näytä aineisto
JavaScript is disabled for your browser. Some features of this site may not work without it.

Putting knowledge to work: the combined role of marketing and sales employees’ knowledge and motivation to produce superior customer experiences

Peñalba-Aguirrezabalaga, Carmela; Sáenz, Josune; Ritala, Paavo; Vanhala, Mika (2021-05-18)

Katso/Avaa
penalba-aguirrezabalaga_et_al_putting_knowledge_to_work_post-print.pdf (138.6Kb)
Lataukset: 


Post-print / Final draft

Peñalba-Aguirrezabalaga, Carmela
Sáenz, Josune
Ritala, Paavo
Vanhala, Mika
18.05.2021

Journal of Knowledge Management

Emerald Publishing Limited

School of Business and Management

https://doi.org/10.1108/JKM-09-2020-0727
Näytä kaikki kuvailutiedot
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi-fe2021052631662

Tiivistelmä

Purpose

This paper aims to adopt a contextual approach to the knowledge-performance linkage by deepening into the role of marketing and sales employees’ knowledge resources in the generation and delivery of superior customer experiences (CEs) and into the motivational antecedents of knowledge acquisition and development.
Design/methodology/approach

To gather information about the variables studied in this research, a survey was conducted among Spanish firms with at least 100 employees, resulting in a representative sample of 346 companies. Structural equation modeling based on partial least squares was then applied to test the hypothesized relationships.
Findings

The results show that employees’ motivation (and especially intrinsic motivation) affects CE both directly and indirectly through its influence on marketing-specific human capital. More precisely, customer knowledge and different types of marketing-related skills (creativity, targeting, problem-solving, social media management and communication skills) are the only constituents of marketing-specific human capital that significantly affect relative CE performance (i.e. performance vis-à-vis competitors), while product/service and market knowledge do not play a relevant role.
Originality/value

The results contribute both to the knowledge management and intellectual capital literatures by highlighting the motivational levers of human capital in the context of the marketing and sales function and the specific types of employee knowledge resources that induce superior CEs. Consequently, marketing and sales managers are provided with useful guidance to shape their human resource management policies and to establish their knowledge priorities.

Lähdeviite

Peñalba-Aguirrezabalaga, C., Sáenz, J., Ritala, P. and Vanhala, M. (2021), "Putting knowledge to work: the combined role of marketing and sales employees’ knowledge and motivation to produce superior customer experiences", Journal of Knowledge Management, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/JKM-09-2020-0727

Alkuperäinen verkko-osoite

https://www.emerald.com/insight/content/doi/10.1108/JKM-09-2020-0727/full/html
Kokoelmat
  • Tieteelliset julkaisut [1211]
LUT-yliopisto
PL 20
53851 Lappeenranta
Ota yhteyttä | Tietosuoja | Saavutettavuusseloste
 

 

Tämä kokoelma

JulkaisuajatTekijätNimekkeetKoulutusohjelmaAvainsanatSyöttöajatYhteisöt ja kokoelmat

Omat tiedot

Kirjaudu sisäänRekisteröidy
LUT-yliopisto
PL 20
53851 Lappeenranta
Ota yhteyttä | Tietosuoja | Saavutettavuusseloste