International marketing in the network economy: a knowledge-based approach
Scholars and practitioners around the globe have identified the capability of MNCs to create and efficiently transfer and combine knowledge from different locations worldwide as an increasingly important determinant of competitive advantage, corporate success and survival. Traditional marketing approaches have overly focused on explicit knowledge and neglected the important role of tacit knowledge, specifically in international, cross-cultural settings. This book draws on real-life examples of knowledge-based firms - Hewlett-Packard Consulting & Integration, Schindler, Siemens, Toyota, Mazda, and Maekawa - to reveal that knowledge-based marketing is key to obtaining a sustainable competitive advantage.
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Aims of the Book and Research Questions
Knowledgebased Management and Organizational
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International Marketing in the Network Economy: A Knowledge-Based Approach
Limited preview - 2007
alliance approaches to marketing author's own illustration business ecosystem Calantone Cavusgil Chapter Chaston collaboration companies competitive advantage competitors concept context CoPs corporate create customer knowledge customer needs Desouza and Awazu discussed employees escalator example experience explicit knowledge Figure firm focus framework global Gummesson Ichijo important Inkpen innovation interaction interviews ization Japan Japanese Jasimuddin Jinba Ittai knowledge assets knowledge management knowledge transfer knowledge-based approaches knowledge-based marketing knowledge-based theory knowledge-based view knowledge-creating Kohlbacher Krogh ledge Leonard leveraging literature Maekawa market orientation market research marketing knowledge co-creation marketing processes Mazda Mazda Motor Corporation MNCs networks Nobeoka Nonaka and Takeuchi Nonaka and Toyama organization organizational knowledge creation organizational learning partners Prahalad and Ramaswamy Probst product development relationship marketing resource-based view role Schindler sharing Siemens Sinkula Slater and Narver strategy suppliers sustainable competitive advantage tacit knowledge tomers Toyota TPCA Vicari and Cillo