2024/05/27 by Moin Ahmad Moon, Ansar Abbas
Business, Management and Accounting · #Big Data and Business Intelligence #Business #Business Strategies and Innovation #Competitive and Knowledge Intelligence #Computer science #Knowledge management #Marketing #Tacit knowledge
paper · doi:10.1142/s0219649224500679
crossref issued 2024/05/27 · crossref published 2024/05/27 · crossref published-online 2024/05/27 · openalex publication_date 2024/05/27 · crossref created 2024/05/28 · crossref deposited 2024/09/18 · crossref published-print 2024/10/01 · openalex created_date 2025/10/10 · openalex updated_date 2026/07/06 · crossref indexed 2026/08/06
Salespersons are a source of invaluable market knowledge that can help change the course of organisational strategy. However, research on extracting this knowledge is scarce. Therefore, this research aims to develop and empirically test a model that explains the tacit knowledge exchange process between salespersons and marketing. Data were collected from 224 randomly selected business-to-business and business-to-consumer salespersons (boundary spanners) of commercial banks in Pakistan. Structural equation modelling (SEM) via maximum likelihood estimation (MLE) was conducted using AMOS 24. Except for inter-functional communication quality and inter-functional conflict, all antecedents significantly influence tacit knowledge exchange. Tacit knowledge exchange significantly affects relative efficiency, marketing program innovation and relative effectiveness. Training programs that bring together the sales and marketing employees to increase trust, increase socialisation opportunities and increase task conflict may strengthen the tacit knowledge exchange process in the banking sector.