Abstract
Relevant knowledge is critical to sound decision-making (Barabba, 1983), since „a marketing policy is only as good as the information on which it is based“ (Tookey, 1964, p. 59). However, rather than mere acquisition, it is the use of information which ensures the success or failure of organisations (Glazer, 1991). This is because „essentially the same information is available to competing firms at about the same time. As a consequence, competitive advantage is to be found increasingly in what is done with information, i.e., how it is used or employed rather than in who does or does not have it“ (Zaltman and Moorman, 1988, p. 16). Organisations which have learned to absorb, make sense of, and react quickly to, information tend to possess a deeper understanding of their markets (Day and Glazer, 1994). Such an understanding assists in the creation of superior customer value and the identification of a sustainable competitive advantage (Narver and Slater, 1990). In turn, firms which have adopted such market-oriented principles are likely to benefit from enhanced organisational performance (Jaworski and Kohli, 1993).
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© 1998 Betriebswirtschaftlicher Verlag Dr. Th. Gabler GmbH, Wiesbaden
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Diamantopoulos, A., Souchon, A.L. (1998). Information Utilisation by Exporting Firms: Conceptualisation, Measurement, and Impact on Export Performance. In: Urban, S., Nanopoulos, C. (eds) Information and Management. Gabler Verlag, Wiesbaden. https://doi.org/10.1007/978-3-322-86995-1_5
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