Content uploaded by Salman Mohmmed Abu Lehyeh
Author content
All content in this area was uploaded by Salman Mohmmed Abu Lehyeh on Sep 28, 2021
Content may be subject to copyright.
Understanding the Impact of Knowledge Management on Marketing inJordan: Excellence Perspective PJAEE, 17 (7) (2020)
15423
Understanding the Impact of Knowledge Management on Marketing
inJordan: Excellence Perspective
Salman Mohammad Abu Lehyeh1, Malek Alharafsheh2, Mahmoud alghizzawi3, Mahmood
Abushareah4
1Faculty of Business Sciences, Management Department, Amman Arab University, Amman,
Jordan
2Faculty of Business Sciences, Management Department, Amman Arab University, Amman,
Jordan
3Faculty of Business and Management Sciences, Digital Marketing Department, University
Sultan Zainal Abidin, Kuala, Terengganu, Malaysia
4Amman Arab University Business faculty - finances department
1salman-m-s@aau.edu.jo, 2malekraji@hotmail.com, 3Dr.Alghzawi87@gmail.com,
4Mahmood.Abushareah@aau.edu.jo
Salman Mohammad Abu Lehyeh, Malek Alharafsheh, Mahmoud alghizzawi,
Mahmood Abushareah. Understanding the Impact of Knowledge Management on
Marketing inJordan: Excellence Perspective--Palarch’s Journal Of Archaeology Of
Egypt/Egyptology 17(7), 15423-15440. ISSN 1567-214x
Keywords: Knowledge Management, Marketing Performance, Excellence, Service
Organizations, Irbid, Jordan.
Abstract:
Knowledge management plays a vital role in achieving excellence in marketing performance.
As marketing performance is an integral element to sustain better understanding, it also
supports attaining the organizational objectives. Accordingly, the current study examines the
status and applications of knowledge management in organizations. The present article also
aims to analyze the potential relationship between knowledge management in all its
dimensions and the actual excellence levels in marketing performance within the
organizations.The study population consists of service organizations operating in Irbid,
Jordan. The researchers randomly selected n= 5 of these organizations as a sample for the
study. A structured questionnaire was distributed to n= 54 individuals, including general
managers, their assistants, and department heads between 40 and 60. The linear correlation
and regression model assessed the study hypotheses by using SPSS.Results
indicateddecreased knowledge management processes (knowledge generation), leading
toadverse effects on marketing performance excellence. Findings also showed reduced
knowledge storage and organization processes, which negatively affects the required
marketing performance. Thus, knowledge management raises the quality of service
institutions' quality, which contributes to excellence in marketing performance. The study also
recommends training employees and directing them on knowledge management to effectively
achieve the desired results.
Understanding the Impact of Knowledge Management on Marketing inJordan: Excellence Perspective PJAEE, 17 (7) (2020)
15424
1. Introduction
Knowledge is a commodity that is turned into a working capital out of which
revenues and net operating profits aregenerated. However, it can be a bad
investment if it is not invested strategically and tactfully (Delery and Roumpi
2017). Many scholars and authors defined knowledge as the implicit
combination of information, experience, and perceptions. Some scholars also
describe it as evaluating by using several tools such as intuition, guessing, and
practising. Knowledge is also defined as the evident belief that increases a
unit's ability or an entity forsufficient work. By"knowledge"we mean having
information and the capacity to express it (Housel and Bell 2001; Jones 2007).
Knowledge refers to the actual behaviour's internal energy, related to the
surrounding problem(Alnaser et al. 2020; Bierly, Kessler, and Christensen
2000).Similarly, Bontis, (2001) says that knowledge is the intellectual capital
that can be used and employed in the organisation's interest. While (Ikram et
al., 2013; Habes, et al 2020) agree that the significance of knowledge lies in
understanding the information and using it to comprehend complex
phenomena.Here we can also argue that experience refers to stimulating the
individual's senses for the actual operations reflected in his behaviour(Ali,
Habes, and Qamar 2020). Unlike science, knowledge is not specific asa science
includes both the divined old experience and the newly created inside, the
science of worship. Being firm, learning is more general than science, and it is
said to be a synonym of science (Livingstone 2010).In this regard, Knowledge
management helps to share the knowledge at all levels, i.e. individual, group,
and even on organizational to directly improve the performance
level(Tomášková and Kopfová 2011). Higher performance, or the excellent
marketing performance, is one of the most prominent terms that many
organisations have paid attention by many organizations due to its connection
to the success in an environment full of continually changing competition (Al-
Samirae, Alshibly, and Alghizzawi 2020; Wishah et al. 2018).We can
determine the importance of excellent marketing performance by maintaining
the excellent competitive position of the organization. We can evaluate it by
implementing a strategic direction that creates value for the organization
stabilizesits position(Alghizzawi 2019; Tarabieh et al. 2020).
This study aims to validateknowledge management's status and applications in
the organizations and examine the relationship between knowledge
management and outstanding marketing performance levels. The relevant
phenomena are explored bykeeping the importance of increasedmanagerial and
heads of departments awareness regarding knowledge management and its
effect on marketing performance. Moreover, since it is one of the essential
functions of any organization, it plays a critical role in increasing profits,
enhancing customer satisfaction and makes significant improvements in
quality, cost, speed and customer service.
2. Previous Studies
2.1Knowledge Management (KM)
Knowledge Management (KM) includes the processes that help organizations
generate, capture, share, and organize knowledge. Using that knowledge
management later, turn existing knowledge into significant pieces of
Understanding the Impact of Knowledge Management on Marketing inJordan: Excellence Perspective PJAEE, 17 (7) (2020)
15425
information and experience essential for the various administrative activities.
These activities may involve: decisions, problem-solving, learning, and
strategic planning (McIver et al. 2013). Organizations should get the
appropriate information in the right context for the right person and at the right
time(Perez and de Pablos 2003). While (Claver‐Cortés, Zaragoza‐Sáez and
Pertusa‐Ortega, 2007; Alnawafleh, et al, 2019; Salloum et al., 2019)indicated
that in an organizational context,it is a process of knowledge generation and
enrichment through the sources that add a competitive characteristic to the
organization and raise its marketing activities.Hence, Knowledge Management
is an integral activity included in allorganizational operations and activities.
All users in an organization should be oriented about Knowledge Management
processes to have the highly prestigious qualifications and education to be
called knowledge makers.Langley et al., (2009)assume that Knowledge
Management is neither technical nor procedural, but rather a practice or a
system including people, processes, and technology. Additionally, the
implementation of Knowledge Management can improve the productivity and
the efficiency of the organization. It is also identified as a structured process
that aims to create, share, and renovate knowledge to strengthen and improve
organizational performance (Malhotra 1998). Likewise,Serpella et al.,
(2014)stated that if any organization urges to be a knowledge-based
organization, it should have four main elements: knowledge beliefs,
commitment, organizational techniques, knowledge of concerned individuals,
and information technology.
2.1.1Characteristics of Knowledge
Knowledge and its characteristics differ while performance varies as it is one
of the vital resources in any organization. Here(Al dwaihi 2009; Serpella et al.
2014) agree that knowledge distinguishes that it differs from person to person.
The diminishing value and importance of knowledge are not constant, but they
are subject to change over time, especially in the open environment of the
business world where work is done in an international environment. We find
that knowledge is indicative and is always obtained through continuous
learning. Besides,it can be transferred to groups and societies through shared
experiences.(Alhumaid et al., 2020; Muhaisen, et al 2020)Moreover, although
knowledge is implicit, it is explicit in an organizational context as it is mostly
kept private and unshared. However, when the knowledge is preserved through
the documentation process, i.e. in tapes and electronic storage tools, it is
classified as explicit and implicit knowledge.Knowledge also existsin other
patterns such as evidence and procedural knowledge related to working
effectively in a business organization. This makes, challengingto predict the
actual source and origins of knowledge. In business organizations, knowledge
needs to be continuous in organisations' operations and units, requiring a cost
to obtain and becomes even more expensive. Today, it isn't easy to understand,
evaluate, reform and share knowledge, makingit suitable for all
organizations.Moreover, the organization must keep theirknowledge private to
design and implement the policies and strategies more suitably (Abusharekh et
al. 2019; Elbasir, Elareshi, and Habes 2020; Habes, Ali, et al. 2020).
2.1.2The Significance of Knowledge Management
Knowledge management's significance lies in the fact that it is one of the
recent topics, integrated with other intellectual issues in the modern world.
Changes in the business world,such as ISO and Benchmarking, demanded that
Understanding the Impact of Knowledge Management on Marketing inJordan: Excellence Perspective PJAEE, 17 (7) (2020)
15426
organizations seek excellence and introduce new skills. These skills mainly
involve: performance excellence, adopting innovation and the ability to adjust
to new ways, rather than the conventional methods that focus merely on
efficiency. Accordingly, any organization needs to have an integrated plan for
knowledge management (Kamath, Rodrigues, and Desai 2016). According to
Hislop, Bosua and Helms, (2018), knowledge management's significancecan be
summarized as follows: First: The rapid development in technology led to
changing concepts and costs. Second: The continuous and expected changes
due to the development of services and demands. Third: The need to link
knowledge, information, and experience to develop the organization as a single
interactive entity. Fourth: The possibility of easily obtaining a large amount of
information within seconds. Fifth: The increasing difficulty of using
information.Additionally, knowledge management gives business institutions
an excellent opportunity to reduce their expenditures and increase their assets
to generate morerevenue;Business organizations work with a comprehensive
methodology to coordinate the organizational activities to achieve its goals.
This comprehensive methodology also enhances the organization's ability to
maintain its performance by relying on the workforce's experience and
knowledge(Rahi 2016). This helps the organization determine the required
knowledge while documenting the available knowledge. Therefore, knowledge
management is a useful tool that helps organizations invest their intellectual
capital by facilitating access to knowledge for people. Also, it helps to motivate
organizations to encourage creativity in their human resources to generate
useful knowledge and uncover challenging links and gaps(Ali 2020; Alomari,
Alharafsheh, and Nofal 2019). Knowledge Management (KM) enables an
organization to face continuous changes and challenges and gain a permanent
competitive advantage by adapting more innovations. Knowledge Management
also ensures the adoption of new products and services. It supports the efforts
to take advantage of tangible and intangible assets while providing a
framework to enhance organizational knowledge. And with a holistic view of
knowledge management, it maximisesprofit by focusing on the organizational
structure and policies.
2.1.3The Objectives of Knowledge Management
Knowledge management aims to simplify operations and reduce expenses by
getting rid of monotonous and unnecessary procedures. Knowledge
management also enhances customer service by providing excellent services
in the least time. Additionally, it reinforces the adoption of innovations by
encouraging the flow of ideas freely, which increases revenues through
marketing products and services.
As a result, knowledge and intellectual capital are activated to improve
services to clients and develop the organisation's image and its link with
opponents, with a unified source of knowledge (Kamath et al. 2016;
Rubenstein-Montano et al. 2001). While Abu Fara, (2004) affirmed that
Knowledge management generates the necessary and sufficient knowledge to
simplify learning processes, exchange knowledge, develop knowledge, and
renew and update it for all concerned parties.This strengthens the
identification of the nature and type of intellectual capital that organizations
need and determines how to sustain capital to control knowledge management
processes. Besides, knowledge management aims to search for effective
Understanding the Impact of Knowledge Management on Marketing inJordan: Excellence Perspective PJAEE, 17 (7) (2020)
15427
leadership capable of building and applying knowledge management to
benefit from its position in the market through intellectual capital.
2.1.4 Dimensions, indicators, and Processes of Knowledge Management
Knowledge Generation refers to all activities that anorganization seeks to
acquire knowledge from multiple sources, including explicit or implicit
knowledge. However, the concept of knowledge implies the acquisition of
new knowledge and the ability to innovate and develop ideas. These ideas add
complementary values in addition to combining explicit and tacit knowledge
to form new meanings.
Knowledge Storage and Organization refers to the processes that include
preservation, preservation, sustainability, and organization of knowledge.
Knowledge Storage and Organization facilitate research, access, and
retrievalas this process is an organizational memory. In this process, the role
of using information technology is highlighted in several stages.
Knowledge Sharing means sharing tacit knowledge among the organisation
members in various ways such as training and conducting dialogues. To
obtain explicitunderstanding, it can be shared using documents, internal
manuals and learning to ensure that each researcher has the right expertise at
the right time.
Knowledge application is the goal of knowledge management, which means
using knowledge at the right time, and investing it in the organization.
Accordingly, knowledge should be used to solve the organizational
challenges,and the application of this knowledge should aim at achieving the
professional goals and objectives (Al dwaihi 2009).
Knowledge management stages are multiple, starting from new knowledge
and knowledge acquisition (appropriate selection of valuable knowledge).In
addition to liberating knowledge (including new knowledge in a specific
framework) and preserving it, practical knowledge management (evaluation,
review and clarification of suitability Accuracy), the exchange of knowledge
and making it accessible to individuals in the organization is of greater
significance(Abusharekh et al. 2019). However, King, (2009)defined the
knowledge management processes as follows: knowledge generation,
knowledge identification, knowledge acquisition and knowledge collection,
knowledge organization, knowledge exchange, knowledge recognition,
knowledge application, knowledge utilization, knowledge securing, and the
knowledge assessment.
While (2009) emphasized that knowledge management processes are
represented in stages, starting from content creation. These stages include
images, documents, speeches and files for programs and multimedia, and then
the location of necessary modifications to the content in proportion to the
client's needs or work.For example, modifying multimedia to suit the
immediate needs of the client and after. This is the stage of using the
information for useful purposes, which may include what is sold or
distributed, such as the printed directory distributed as a result of using the
knowledge content. Then the information stored in forms and templates is
saved. Finally, transferring the data from one place to another in electronic
files such as an electronic booklet can be distributed to clients worldwide.
Understanding the Impact of Knowledge Management on Marketing inJordan: Excellence Perspective PJAEE, 17 (7) (2020)
15428
2.2 Excellence in Marketing Performance
The excellent marketing performance is the highest level of performance any
individual can achieve in an organization(Habes 2019; Ivancevich, Lorenzi,
and Skinner 1997).While (Privette 1983; Salloum, Khan, and Shaalan
2020)defined the excellent marketing performance as the behaviour
(performance) which goes beyond the average possible performance an
individual can achieve.The excellent marketing performance is the first step
towards focusing on innovative products, which comes as the second step for
the study of creativity represented by the number of items produced and
professionalism in performance (Agariya and Singh 2011).
Excellent marketing performance refers to an organization's ability to use
strategic information in a way that paves the way for a flawless, meaningful
result. The performance helps the organization achieve its strategic goals. The
outstanding marketing performance has a comprehensive vision in managing
the organizational performance. Here, marketing performance improves value
to products and services and achieves organizational sustainability (Armstrong,
Kotler, and He 2005; Berry and Parasuraman 2004; Othman, Harun, and
Nazeer 2018).
2.2.1The Significance of the Excellent Marketing Performance
The term Excellent Marketing Performance has always been under
consideration by the High-Performance Organizations. These organizations
prioritizethe search for data and information about the environments they
operate as an essential professional tactic(Alghizzawi, Habes, and Salloum
2019). An organization is an environment for collective human activities in the
first place, where all members are encouraged to achieve excellence in
marketing performance. The workforce is obligated to provide managers and
department heads with data and information to serve the organisation's
interests(Kotter 2008).Excellence can be achieved by improving the existing
system and improving what is to come in the future. As excellent marketing
performance depends on the organisation's tangible and intangible assets, it is
of greater importance in enhancing the organisation's performance(AlghzawI,
Alghizzawi, and Tarabieh 2020; Kotter 2008).
2.2.2 Methods to achieve Excellence in Marketing Performance
Organizations strive to achieve excellence in marketing performance by
providing necessary equipment, following specific methods and establishing a
good working average. These considerations help workers reach excellent
marketing performance and fruitful efforts to achieve the best results (Al-
Mohammad, Akroush, and Odetallah 2014; Al-Shibly et al. 2019; Habes et al.
2018). In this regard, Management styles play an important role in achieving
excellence through defining high standards for all members and searching for
the ways to gradually benefit with taking into account work environment
regularly (Tomášková and Kopfová 2011). The quality of marketing
performance is affected by two main factors, i.e. ability to perform, and the
desire to work, which can be improved through motivation and the opportunity
for individuals to perform (Hossain and Saleh 2016).
Thus to address the current research topic, the researcher proposed the
following primary yet influential research questions:
Understanding the Impact of Knowledge Management on Marketing inJordan: Excellence Perspective PJAEE, 17 (7) (2020)
15429
1. Is there a clear vision regarding knowledge management (knowledge
generation, knowledge storage, knowledge sharing, and knowledge
application) in the sampled organizations?
2. Is there a clear vision regarding the marketing performance of the
sampled organizations?
3. Do the sampled organizations' managers have a clear vision regarding
influencing the processes of knowledge management in the excellence of
marketing performance to contribute to leveraging the best performance?
4. Do the processes of knowledge management contribute to the
excellence of the marketing performance in the sampled organizations?
Theoretical Framework
The researchers proposed a default model to process the problem of the study
systematically. Figure 1 below illustrates the conceptual model of the current
investigation. The model indicates a directrelationship between knowledge
management processes (as an independent variable) and the excellence of
marketing performance (as a dependent variable). The model below proposes
one way of ascending relationships among variables.
Figure 1:Theoretical Framework
To verify the nature of the relationship between knowledge management and
excellent marketing performance in Irbid, the proposed model was tested
throughseveral analysis tools to test the first and second hypotheses and sub-
hypotheses. Here thefirst hypothesis indicates adirect relationship between
knowledge management processes and excellent marketing performance. The
second hypothesissuggests a significant impact of knowledge management
processes on excellent marketing performance.
H1:There is a significant relationship between the processes and the excellence
of marketing performance.
The following sub-hypotheses are developed out of the hypothesis mentioned
above:
Understanding the Impact of Knowledge Management on Marketing inJordan: Excellence Perspective PJAEE, 17 (7) (2020)
15430
H1a:There is a significant relationship between knowledge generation
processes and the excellence of marketing performance.
H1b:There is a significant relationship between the processes of knowledge
storage and organization and the excellence of marketing performance.
H1c:There is a significant relationship between the process of knowledge
sharing and the excellence of marketing performance.
H1d:There is a significant relationship between the process of knowledge
application and the excellence of marketing performance.
H2: There is a significant influence on the relationship between knowledge
management processes and the excellence of marketing performance.
The following sub-hypotheses are developed out of the second hypothesis:
H2a: There is a significant influence on the relationship between the process of
knowledge generation and the excellence of marketing performance.
H2b: There is a significant influence on the relationship between knowledge
storage and organization and the excellence of marketing performance.
H2c: There is a significant influence on the relationship between the process of
knowledge sharing and the excellence of marketing performance.
H2d: There is a significant influence on the relationship between knowledge
application and the excellence of marketing performance.
3. Research Methodology:
The current study involved correlations model and multiple linear regressions
in testing the hypotheses explaining the role of knowledge management
(influence and correlation) in making strategic decisions using statistical
analysis (SPSS). The descriptive-analytical approach was used in this study
and researchers gathered parametric data by using structured
questionnaires(Alhawamdeh, Alghizzawi, and Habes 2020; Creswell and
Creswell 2017; Habes, Alghizzawi, et al. 2020).
3.1Population and Sampling:
The study population consists of the service organization currently operating in
Irbid, Jordan. These operational service organizations are reliable as they are
distinguished by their large size in Irbid and areamong the most prominent
market owners with their services.Likewise,by using convenience sampling
method (Sedgwick 2013), the researcher selectedn= 54 higher management
individualsas they suffer from the problem that the study revolves around. This
increases the accuracy of the study results. Most of the general managers, their
assistants and heads of departments of organizations were involved in the study
sample.
4. Data Analysis & Results:
This Section testifies the validity of the first hypothesis, which proposed a
significant relationship between knowledge management processes and the
excellent marketing performance in the sampled organizations. The table
(1)below indicates a meaningful relationship between knowledge management
processes and the superb marketing performance in the sampled organizations.
(Correlation is 0.630* at the level of0.05)
Understanding the Impact of Knowledge Management on Marketing inJordan: Excellence Perspective PJAEE, 17 (7) (2020)
15431
Table (1): The correlation between Knowledge Management and Excellent
Marketing Performance
Dependent
Independent
Excellent Marketing
Performance
The processes of knowledge
management
0.840*
H1a: The relationship between the processes of knowledge management
(knowledge Generation) and the excellent performance:
This Section testifies the validity of the first sub-hypothesis, indicating a
significant relationship between knowledge generation and excellent marketing
performance. The data illustrated in the table (2) positively witnessed the
proposed relationship. (The correlation is 0.654* at the level 0 .05).
H1b: The relationship between the processes of knowledge management
(knowledge Storage and Organization) and the excellent performance:
This Section testifies the validity of the first sub-hypothesis, which indicates a
significant relationship between knowledge storage, organization and excellent
marketing performance. The data illustrated in the table (2) positively
witnessed the relationship. (The correlation is 0.488* at the level 0.05).
H1c: The relationship between the processes of knowledge management
(knowledge sharing) and excellent performance:
This Section testifies the validity of the first sub-hypothesis, which indicates a
significant relationship between knowledge generation and excellent marketing
performance. The data illustrated in the table (2) positively witnessed the
relationship. (The correlation is 0.533* at the level 0.05).
H1d: The relationship between the processes of knowledge management
(knowledge implementation) and excellent performance:
This Section testifies the validity of the first sub-hypothesis, which indicates a
significant relationship between knowledge application and excellent
marketing performance. The data illustrated in the table (2) positively
witnessed the relationship. (The correlation is 0.784* at the level 0.05).
Table 2: The Relationship between the Process of Knowledge Management,
Knowledge Generation, Knowledge Storage and Organization, Knowledge
Sharing and Knowledge Implementation:
The Processes
of Knowledge
Management
Knowledge
Generation
Knowledge
Storage and
Organization
Knowledge
Sharing
Knowledge
application
Understanding the Impact of Knowledge Management on Marketing inJordan: Excellence Perspective PJAEE, 17 (7) (2020)
15432
Excellent
Marketing
Performance
0.654*
0. 488*
0.533*
0.784*
H2: The influence of the processes of Knowledge Management on the
excellent Marketing Performance
This Section testifies the validity of the second hypothesis, which proposed a
significant influence of knowledge management processes on the excellent
marketing performance.
Table (3)below illustrates the regression analysis shows the value of (F) which
is (18.235)>(F) in the table (4.24) at the degree of freedom (1.25) at (0.05).
The value of the coefficient (R2) is (0.320) indicating the ability of the
independent variable (representing the processes of knowledge management)
explaining their influence on the dependent variable (representing the excellent
marketing performance) by about 32%.
H2a: the impact of knowledge management process (the process of
generating knowledge) in the excellence of marketing performance:
This dimension focuses on the validity of the link between the first sub-
hypothesis and the central second hypothesis, which states that there is a
significant effect of knowledge management processes (generating
knowledge) in marketing performance excellence. Table (4)below shows the
regression analysis and indicates that the model is significant, according to the
(F)value, which is calculated as (15.233). Besides, it is greater than the value
of the Tabulated (F) that is (4.24), when the degree of freedom (1, 25)at the
significant level (0.05), and the value of the coefficient of determination (R2)
is (0.253). However, this indicator refers to the independent variable of
knowledge management operations in interpreting the effect on the excellence
of marketing performance by about 25%.
Table (4) Shows the Impact of the Processes of Knowledge Management
(Generating Knowledge) in Excellent Marketing Performance
DV
IV
Excellent
Marketing
Performance
F
R2
The Processes of KM
(Generating Knowledge
)
B0
B1
Calc
ulate
d
Tabu
lated
0.253
2.30
3
0.172
15.2
33
4.24
df =(1, 25) N = 54 P< = 0.05
Understanding the Impact of Knowledge Management on Marketing inJordan: Excellence Perspective PJAEE, 17 (7) (2020)
15433
H2b:The impact of the processes of knowledge management (Storing and
organizing knowledge) in the excellence of marketing performance:
This dimension focuses on the validity of the link between the second sub-
hypothesis and the second central hypothesis, which states a significant effect
of knowledge management (Storing and organizing knowledge) on marketing
performance excellence. Table (5) above shows the regression analysis. It
indicates that the model is significant according to the (F)value which is
calculated as (17.202) and more significant than the Tabulated value (F) that
amounts (4.24). Herethe degree of freedom is(1, 25) at a substantial level
(0.05). The value of the coefficient of determination (R2) is (0.332),indicating
the independent variable of the processes of knowledge management in the
interpretation of the effect of the approved variable on the excellence of
marketing performance by about 33%.
Table (5):Impact of the Processes of Knowledge Management (Storing and
Organizing Knowledge) on the Excellence of Marketing Performance
Dependent Variables
Excellent
Marketing
Performance
F
R2
Independent
Variable
The Processes of KM
Storing and
Organizing)
Knowledge)
B0
B1
Calculated
Tabulated
0.332
0.767
0.573
17.202
4.24
df = (1, 25) N = 54 P< = 0.05
H2c: The impact of knowledge management processes (sharing of
knowledge) on the Excellence of Marketing Performance:
This dimension focuses on the validity of the link between the third sub-
hypothesis and the central second hypothesis, which states that there is a
significant effect of knowledge management (sharing knowledge) on
marketing performance excellence. Table (6) below shows the regression
analysis and indicates that the model is substantial according to the value of
(F) which is calculated as (19.070), it is also more significant than the
Tabulated (F) value that amounts (4.24)when the degrees of freedom (1, 25)
at the significant level (0.05). The value of the coefficient determination (R2)
(0.380), where this indicator refers to the independent variable of knowledge
management processes in interpreting the effect on the variable of the
excellent marketing performance by about 38%.
Understanding the Impact of Knowledge Management on Marketing inJordan: Excellence Perspective PJAEE, 17 (7) (2020)
15434
Table 6: Impact of knowledge management (sharing knowledge) on the
excellence of marketing performance.
Dependent
Variables
Excellent
Marketing
Performance
F
R2
Independent
Variable
The Processes of
KM)
Sharing
Knowledge))
Calculated
Tabulated
0.380
0.471
0.361
19.070
4.24
df = (1, 25) N = 54 P< = 0.05
H2d: The impact of knowledge management (the process of knowledge
application) on the excellence of marketing performance:
This dimension focuses on the validity of the link between the fourth major
sub-premise and the second hypothesis, which states that there is a significant
effect of knowledge management processes (the process of knowledge
application) and the excellence of marketing performance. Table (7)below
shows the analysis of regression. It indicates that the model is significant
according to the value (F) which is calculated as (16.888) and more
significant than the value Tabulated (F) that amounts (4.24), when the
degrees of freedom (1, 25) at the significant level (0.05). The value of the
coefficient determination (R2) is (0.308), where this indicator refers to the
independent variable of the processes of knowledge management in the
interpretation of the effect on the variable of the excellence of marketing
performance about 30%.
Table (7): Effect of Knowledge Management Processes (Knowledge
Application Process) on the Excellence of Marketing Performance
Dependent
Variables
Excellent
Marketing
Performance
F
R2
Independent
Variable
The Processes of
KM)
( Knowledge
application))
Calculated
Tabulated
0.308
2.897
0.123
16.888
4.24
df = (1, 25) N= 54 P<= 0.05
Understanding the Impact of Knowledge Management on Marketing inJordan: Excellence Perspective PJAEE, 17 (7) (2020)
15435
5. Discussions & Conclusion:
The current study examined the role of knowledge management in achieving
excellence in Irbid, Jordan's marketing performance. The researchers
employed a self-proposed conceptual framework to determine the relationship
between knowledge management and excellence in marketing performance.
Based on the proposed framework including knowledge management
Processes, knowledge Generation, Knowledge Storage and Organization, and
Knowledge Sharing in order to achieve the excellence of marketing
performance as shown in Fig.1, all two hypotheses of the study were
validated. These results are consistent with the previous studies that confirmed
the strong and important relationship between the proposed study variables
(Abu Baker 2009; Abu Fara 2004; Al-Sheikhly, Abdul-Razzaq and Al-Obaidi
n.d.; Barzekar and Karami 2014; Al dwaihi 2009; Hossain and Saleh 2016;
Kimanthi 2015; Sharqawi 2020; Tomášková and Kopfová 2011; Zhang 2020).
The organizations faced some obstacles in implementing knowledge
management processes such as knowledge generation due to employees' lack
of knowledge and experience and the lack of required technology (Al-Samirae
et al. 2020; Serpella et al. 2014) However. The results revealed a weak effect
of knowledge management processes (knowledge generation process) on
excellent marketing performance (Claver‐Cortés et al. 2007). The results also
showed that describing and diagnosing the variables of knowledge
management processes at the organisations' level, most participants agreed
that excellent marketing performance derives its characteristics from
knowledge management processes. Deriving the relevant characteristics is
through the influence of knowledge management processes (the process of
knowledge exchange) on Excellent marketing performance which is consistent
with(Al dwaihi 2009).With the more comprehensive examination of results, it
is clear that there is a significant link between the processes of knowledge
management and excellence in marketing performance. Hence, increasing the
efficiency of knowledge management processes leads to a substantial increase
in the possibility of achieving excellent marketing performance (Tomášková
and Kopfová 2011). This also confirms that the study's institutions can
achieve a fair profit after applying knowledge management processes. These
institutionscan have competent employees working to systematically generate
and apply knowledge that contributes to solving the problems they face.
The high competition between organizations is imperative for them to develop
their systems, adopt knowledge management accurately, and achieve
excellence in marketing performance by producing high-quality products and
services. An interactive environment is aimed to collect, document and
transfer the accumulated experiences and overcome the difficulties.With the
practical application of the four processes of knowledge management,
enhanced knowledge management was one of the support departments in
service organizations.Through the contribution of knowledge management
department, activities were focused on achieving high levels of quality, thus
achieving excellence in marketing performance, which is evident from the
apparent weakness of the impact of knowledge management processes
(knowledge generation process) on excellence in performance. It is imperative
to train and educate employees about all theessential methods and tools to
implement knowledge management. In this context, knowledge management
Understanding the Impact of Knowledge Management on Marketing inJordan: Excellence Perspective PJAEE, 17 (7) (2020)
15436
is based on a consistent and clear foundation to bring the desired results as
there is an explicit lack of knowledge storage. However, the lack of
knowledge management negatively affects the achievement of excellent
marketing performance. To improve and develop the link between knowledge
management processes and excellent marketing performance, we need to pay
more attention to production processes and activities in the sample's
organizations. More consideration towards producing process will lead to
increased customer satisfaction and improved performance.
6. Recommendations & Limitations:
However, here are some limitations to this study. The first limitation is that
the sample selection included two companies in Irbid. This limitation may fail
to properly investigate the impact of knowledge management in achieving
excellence in marketing performance. Where it is likely that the study can be
more comprehensive if it is expanded to include other companies in other
governorates.For example, a company in the capital, a company in the north,
and a company in the south, so that the study can become more
comprehensive and generalizable for Jordan. Thesecond limitation is the
sample size which was only n= 54. The third limitation is that it was possible
to add interviews to the questionnaire as a tool to collect more in-depth study
data. Adding the talkscould have generated more results; these limitations
could be overcome through more extraordinary efforts in the future. Thus, it is
recommended that organizations employ knowledge management in an
organized and accurate manner to ensure excellence in marketing management
in a competitive business environment. Since the research into the
differentiation of marketing performance and the competition between the
business environments is ongoing, the model proposed in this article can be
applied in future studies.
References
Abu Baker, Hisham. 2009. "Islam Brotherhood Encyclopedia."Knowledge
Management.
Abu Fara, Yousef. 2004. "The Relationship between Knowledge Management
and Performance."The Fourth Annual Conference, Knowledge
Management in the Arab World, Amman, Jordan.
Abusharekh, Nader H., Husam R. Ahmad, Samer M. Arqawi, Samy S. Abu-
Naser, and Mazen J. Al Shobaki. 2019. "Knowledge Management
Processes and Their Role in Achieving Competitive Advantage at Al-
Quds Open University."
Agariya, Arun Kumar, and Deepali Singh. 2011. "What Really Defines
Relationship Marketing? A Review of Definitions and General and
Sector-Specific Defining Constructs."Journal of Relationship
Marketing 10(4):203–37.
Al-Mohammad, Samer, Mamoun Akroush, and Abdelhadi Lutfi Odetallah.
2014. "Marketing Culture and Business Performance."Marketing
Intelligence & Planning.
Al-Samirae, Zahed, Motteh S. Alshibly, and Mahmoud Alghizzawi. 2020.
"Excellence in Drawing up Marketing Mix Strategies for Small and
Understanding the Impact of Knowledge Management on Marketing inJordan: Excellence Perspective PJAEE, 17 (7) (2020)
15437
Medium Enterprises (SMEs) and Their Impact on the Marketing
Performance."Business, Management and Economics Research
6(3):30–36.
Al-Sheikhly, Abdul-Razzaq and Al-Obaidi, Suhaila. n.d. "The Role of Some
Organizational Factors in Determining Talent Management Strategies
(Field Research in a Number of Gifted Schools in Iraq."Journal of
Economic and Administrative Sciences 22(90):1–32.
Al-Shibly, Motteh S., Mahmoud Alghizzawi, Mohammed Habes, and Said A.
Salloum. 2019. "The Impact of De-Marketing in Reducing Jordanian
Youth Consumption of Energy Drinks." Pp. 427–37 in International
Conference on Advanced Intelligent Systems and Informatics. Springer.
Alghizzawi, Mahmoud, Mohammed Habes, and Said A. Salloum. 2019. "The
Relationship Between Digital Media and Marketing Medical Tourism
Destinations in Jordan: Facebook Perspective." Pp. 438–48 in
International Conference on Advanced Intelligent Systems and
Informatics. Springer.
AlghzawI, Mohamad, Mahmoud Alghizzawi, and SMZA Tarabieh. 2020.
"Consumer Impulsive Buying Behavior of Services Sector in
Jordan."JournalNX-A Multidisciplinary Peer Reviewed Journal
6(7):227–37.
Alhawamdeh, Ahmad Kamal, Mahmoud Alghizzawi, and Mohammed Habes.
2020. "The Relationship Between Media Marketing Advertising and
Encouraging Jordanian Women to Conduct Early Detection of Breast
Cancer The Relationship Between Media Marketing Advertising and
Encouraging Jordanian Women to Conduct Early Detection of Breast
Canc." (May).
Alhumaid, Khadija, Sana Ali, Anbreen Waheed, Erum Zahid, and Mohammed
Habes. 2020. "COVID-19 & Elearning : Perceptions & Attitudes Of
Teachers Towards E- Learning Acceptancein The Developing
Countries." 6(2):100–115.
Ali, Sana. 2020. "Combatting Against Covid-19 & Misinformation: A
Systematic Review."Human Arenas (0123456789).
Ali, Sana, Mohammed Habes, and Ayesha Qamar. 2020. "Accessing the
Political Information through New Media : A Review Study."Journal of
Research & Reviews in Social Sciences Pakistan (December).
Alnaser, Ahmad Salih, Motteh S. Al-Shibly, Mahmoud Alghizzawi, and
Mohammed Habes. 2020. "Impacts of Social Media and Demographical
Characteristics on University Admissions: Case of Jordanian Private
Universities."PalArch's Journal of Archaeology of Egypt/Egyptology
17(11):6433.
Alnawafleh, Hamza, Mahmoud Alghizzawi, and Mohammed Habes. 2019.
"The Impact of Introducing International Brands on the Development of
Jordanian Tourism."International Journal of Information Technology
and Language Studies 3(2).
Alomari, Ghassan Issa, Malek Ibrahim Alharafsheh, and Muhmmad I. Nofal.
2019. "The Impact of Authentic Leadership in the OCB and Employees
Commitment in the Jordanian Companies."INTERNATIONAL
JOURNAL OF ACADEMIC RESEARCH IN BUSINESS AND SOCIAL
SCIENCES 9(11).
Armstrong, Gary, Philip Kotler, and Zhiyi He. 2005. "Marketing: An
Understanding the Impact of Knowledge Management on Marketing inJordan: Excellence Perspective PJAEE, 17 (7) (2020)
15438
Introduction."
Barzekar, Hosein, and Mahtab Karami. 2014. "Organizational Factors That
Affect the Implementation of Information Technology: Perspectives of
Middle Managers in Iran."Acta Informatica Medica 22(5):325.
Berry, Leonard L., and Anantharanthan Parasuraman. 2004. Marketing
Services: Competing through Quality. Simon and Schuster.
Bierly, Paul E., Eric H. Kessler, and Edward W. Christensen. 2000.
"Organizational Learning, Knowledge and Wisdom."Journal of
Organizational Change Management.
Bontis, Nick. 2001. "Managing Organizational Knowledge by Diagnosing
Intellectual Capital: Framing and Advancing the State of the Field." Pp.
267–97 in Knowledge management and business model innovation. IGI
Global.
Claver‐Cortés, Enrique, Patrocinio Zaragoza‐Sáez, and Eva Pertusa‐Ortega.
2007. "Organizational Structure Features Supporting Knowledge
Management Processes."Journal of Knowledge Management.
Creswell, John W., and J. David Creswell. 2017. Research Design: Qualitative,
Quantitative, and Mixed Methods Approaches. Sage publications.
Delery, John E., and Dorothea Roumpi. 2017. "Strategic Human Resource
Management, Human Capital and Competitive Advantage: Is the Field
Going in Circles?"Human Resource Management Journal 27(1):1–21.
Al dwaihi, Fahd Bin Abdallah. 2009. Knowledge Management in Libraries and
Information Centers: Theory and Application. Amman, Jordan.
Elbasir, Mahmoud, Mokhtar Elareshi, and Mohammed Habes. 2020. "The
Influence of Trust, Security and Reliability of Multimedia Payment on
the Adoption of EPS in Libya."Multicultural Education 6(5).
Habes, Mohammed. 2019. "The Influence of Personal Motivation on Using
Social TV: A Uses and Gratifications Approach."International Journal
of Information Technology and Language Studies 3(1).
Habes, Mohammed, Mahmoud Alghizzawi, Sana Ali, Ahmad Salihalnaser, and
Said A. Salloum. 2020. "The Relation among Marketing Ads, via
Digital Media and Mitigate (COVID-19) Pandemic in
Jordan."International Journal of Advanced Science and Technology
29(7):12326–48.
Habes, Mohammed, Mahmoud Alghizzawi, Rifat Khalaf, Said A. Salloum, and
Mazuri Abd Ghani. 2018. "The Relationship between Social Media and
Academic Performance: Facebook Perspective."International Journal
of Information Technology and Language Studies 2(1).
Habes, Mohammed, Sana Ali, Said A. Salloum, Mokhtar Elareshi, Abdul-
Karim Ziani, and Bahrain Manama. 2020. "Digital Media and Students'
AP Improvement: An Empirical Investigation of Social
TV."International Conference on Innovation and Intelligence for
Informatics, Computing and Technologies (3ICT) Program.
Hislop, Donald, Rachelle Bosua, and Remko Helms. 2018. Knowledge
Management in Organizations: A Critical Introduction. Oxford
university press.
Hossain, Sahadat, and Fariha Saleh. 2016. "Role of Leadership in Performance
Excellence."International Journal of Research in Organizational
Behavior and Human Resource Management 4(2):42–57.
Housel, Thomas, and Arthur H. Bell. 2001. "Measuring and Managing
Understanding the Impact of Knowledge Management on Marketing inJordan: Excellence Perspective PJAEE, 17 (7) (2020)
15439
Knowledge."
Ikram, M. Kamran, Yi Ting Ong, Carol Y. Cheung, and Tien Y. Wong. 2013.
"Retinal Vascular Caliber Measurements: Clinical Significance, Current
Knowledge and Future Perspectives."Ophthalmologica 229(3):125–36.
Ivancevich, John M., Peter Lorenzi, and Steven J. Skinner. 1997. Management:
Quality and Competitiveness. McGraw-Hill/Irwin.
Jones, Charles P. 2007. Investments: Analysis and Management. John Wiley &
Sons.
Kamath, Vasanth, Lewlyn L. R. Rodrigues, and Pradeep V Desai. 2016. "The
Significance of Knowledge Management, Innovation on Firm
Performance in the Indian Manufacturing Sectors: An Empirical
Analysis."International Journal of Business Excellence 9(2):178–91.
Kimanthi, Ruth Wayua. 2015. "Organizational Factors Influencing Strategic
Plan Development among SMES in Machakos Town."
King, William R. 2009. "Knowledge Management and Organizational
Learning." Pp. 3–13 in Knowledge management and organizational
learning. Springer.
Kotter, John P. 2008. Corporate Culture and Performance. Simon and
Schuster.
Langley, Gerald J., Ronald D. Moen, Kevin M. Nolan, Thomas W. Nolan,
Clifford L. Norman, and Lloyd P. Provost. 2009. The Improvement
Guide: A Practical Approach to Enhancing Organizational
Performance. John Wiley & Sons.
Livingstone, David N. 2010. Putting Science in Its Place: Geographies of
Scientific Knowledge. University of Chicago press.
Malhotra, Yogesh. 1998. "Business Process Redesign: An Overview."IEEE
Engineering Management Review 26:27–31.
McIver, Derrick, Cynthia A. Lengnick-Hall, Mark L. Lengnick-Hall, and Indu
Ramachandran. 2013. "Understanding Work and Knowledge
Management from a Knowledge-in-Practice Perspective."Academy of
Management Review 38(4):597–620.
Mohammed Habes, Said A. SalloumMokhtar, ElareshiMokhtar Elareshi,
Seyedeh Fatemeh Ghasempour Ganji, Abdulkrim Ajmi Ziani,
Mahmoud Elbasir. 2020. "The Influence of YouTube Videos on ELA
During the COVID-19 Outbreaks in Jordan." P. December 2020 in
international conference on e-learning to take place on 6th-7th
December 2020At: Bahrain.
Muhaisen, Orouba Al, Mohammed Habes, and Mahmoud Alghizzawi. 2020.
"An Empirical Investigation the Use of Information , Communication
Technologies to English Language Acquisition : A Case Study from the
Jordan,."International Journal of Innovations in Engineering and
Science 7(5):261–69.
Othman, Bestoon Abdulmaged, Amran Bin Harun, and Safdar Nazeer. 2018.
"Issues and Challenges Faced by Malaysian Umrah Travel Agencies in
Providing Excellent Marketing Mix Services to Umrah Pilgrims."The
Journal of Social Sciences Research 611–18.
Perez, Jesus Rodriguez, and Patricia Ordóñez de Pablos. 2003. "Knowledge
Management and Organizational Competitiveness: A Framework for
Human Capital Analysis."Journal of Knowledge Management.
Privette, Gayle. 1983. "Peak Experience, Peak Performance, and Flow: A
Understanding the Impact of Knowledge Management on Marketing inJordan: Excellence Perspective PJAEE, 17 (7) (2020)
15440
Comparative Analysis of Positive Human Experiences."Journal of
Personality and Social Psychology 45(6):1361.
Rahi, Samar. 2016. "Impact of Customer Perceived Value and Customers
Perception of Public Relation on Customer Loyalty with Moderating
Role of Brand Image."The Journal of Internet Banking and Commerce
21(2).
Rubenstein-Montano, Bonnie, Jay Liebowitz, Judah Buchwalter, Doug
McCaw, Butler Newman, Ken Rebeck, and The Knowledge
Management Methodology Team. 2001. "A Systems Thinking
Framework for Knowledge Management."Decision Support Systems
31(1):5–16.
Salloum, Said A., Mostafa Al-Emran, Mohammed Habes, Mahmoud
Alghizzawi, Mazuri Abd Ghani, and Khaled Shaalan. 2019.
"Understanding the Impact of Social Media Practices on E-Learning
Systems Acceptance." Pp. 360–69 in International Conference on
Advanced Intelligent Systems and Informatics. Springer.
Salloum, Said A., Rehan Khan, and Khaled Shaalan. 2020. "A Survey of
Semantic Analysis Approaches." Pp. 61–70 in Joint European-US
Workshop on Applications of Invariance in Computer Vision. Springer.
Sedgwick, P. 2013. "Convenience Sampling."Bmj 347(oct25 2):f6304–f6304.
Serpella, Alfredo Federico, Ximena Ferrada, Rodolfo Howard, and Larissa
Rubio. 2014. "Risk Management in Construction Projects: A
Knowledge-Based Approach."Procedia-Social and Behavioral Sciences
119(2014):653–62.
Sharqawi, Abdel Wahab. 2020. "Strategic Planning: The Basis of Excellence,
Entrepreneurship and Institutional Creativity."Arab Business
Administration Association 186(28):21–22.
Tarabieh, S., I. Gil-Pechuán, A. Al-Haidous, and M. AL-Obaidi. 2020.
"Exploring the Impact of Customer Orientation over Jordanian Banks
Performance: The Mediating Role of Competitive
Advantage."Management Science Letters 10(14):3313–24.
Tomášková, Eva, and Alena Kopfová. 2011. "MANAGEMENT STYLE AT
MARKET ORIENTATION."Economics & Management 16.
Wishah, Raed, Marwan Al-Nsour, Malek Alharafsheh, Saleh AlKhalaileh, and
Farah Alshbeekat. 2018. "Factors Influencing Cloud Computing in
Telecommunications Companies."Indonesian Journal of Electrical
Engineering and Computer Science 12(3):1334–39.
Zhang, Xiaoxuan. 2020. "The Relationship of Coaching Leadership and
Innovation Behavior: Dual Mediation Model for Individuals and Teams
across Levels."Open Journal of Leadership 9(1):70–83.
