The Study of Impact Tacit Knowledge Exchange between Sales and Marketing on Improving Marketing Performance Case Study: Isfahan Mobarakeh Steel

Hassan Ghorbani and Khosro Fakhri

International Journal of Academic Research in Business and Social Sciences, 2014, vol. 4, issue 9, 121-137

Abstract: The present study was aimed to investigate the effect of implicit knowledge sharing between sales and marketing on the marketing performance improvement. This study has been done in Mobarake Steel Company in Isfahan. For this purpose, a main hypothesis and two secondary hypotheses have been developed and tested. This study is a practical research from purpose view and is a co relational-survey one from research methodology perspective. The statistical population of this study includes sales and marketing managers and professionals in Mobarake Steel Company. The population consists of 80 members. The consensus has been used for collecting the research data rather than sampling, as the population is limit. For this purpose, a self-administrated questionnaire with 46 items has been used. The validity of this questionnaire was acknowledged by supervisor and advisor professors and management experts. Also, the reliability of this questionnaire was supported by Cronbach's Alpha of 98%. Study questionnaire includes demographic questions and main questions for testing hypotheses. From 80 distributed questionnaires 72were back (return rate= 82/5%). In addition, collected data were analyzed by statistical tests using AMOS and SPSS software in two levels including descriptive tests: frequency, percent cumulative percentage, mean and standard deviation and perceptive tests: regression modeling, ANOVA, nonparametric test of Kolmogorov-Smirnov and nonparametric test of Friedman. Regarding the outputs of structural equations, DF and GFI, the goodness of fit indices, were appropriate. Based on study findings all of hypotheses were supported. Finally, the results showed that implicit knowledge sharing in marketing and sales influences marketing innovation, productivity ratio, and effectiveness significantly. The results of this study indicated that the seventh hypothesis (the effect of implicit knowledge sharing between sales and marketing on the productivity ratio) has the most path coefficient (0.94) and the third hypothesis (the effect of social opportunities on the implicit knowledge sharing between sales and marketing) has the least path coefficient (0.004). Based on the results of this study, it can be said that implicit knowledge sharing between sale and marketing influences marketing performance significantly.

Keywords: Tacit knowledge; Performance Marketing; Quality Communication; Trust between partners; Social opportunities; Support from senior management; Conflict in the Workplace; Innovation in Marketing; Relative productivity; Effectiveness (search for similar items in EconPapers)
Date: 2014
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