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Applying knowledge efficiently and correctly will help organizations increase their competitive advantage. Facilitating marketing knowledge depends on the presence o knowledge management capabilities (Masa'deh, et al., 2019). These capabilities assist in creating knowledge by integrating/combining different resources and activities that positively affect competitive advantage (Lungu, 2019). In the business environment context, products, marketplaces, technologies, consumers, rivals, protocols and even communities transform hastily towards knowledge management. They manage, store, and use knowledge and data they have collected overages since they deem knowledge an enabler and intangible asset to organizational success. Also, knowledge serves innovation and sustainable competitive advantages (Fidel et al., 2016). Therefore, management and marketing scholars today appreciate the ability to create and employ knowledge to be the essential source of a firm’s better performance (Abualoush et al., 2018; Muddaha et al., 2018). Knowledge brings awareness and expertise as cornerstones for economic interests.
As a result, strategic knowledge should be valued as a treasured resource for organizations regardless of the sector and the business in which they operate (Fomani and Sherani, 2012). In addition to the agreed-on benefits, marketing studies agree that marketing knowledge mirrors both explicit and tacit knowledge. It involves strategies with rivals, collaborations, tactics and customer relationships. Furthermore, it indicates the learned lessons from earlier marketing experiences to be employed when developing new products or services while retaining existing customers' relationships (Foumani and Chirani, 2012). Thus, this knowledge ought to be effectively managed (Kermally, 2019). As another side of the discussion, because of its significance, innovation has resulted in various perspectives and led to the introduction of multiple typologies (Chesbrough, 2010). Innovation is considered a crucial factor in wealth creation and organizational competitiveness since it is now outdated to compete based only on financial capital or based on copying others (Efrat et al., 2017).
Marketing knowledge management and competitive advantage are significantly related to each other. This relationship is practically beneficial for business organizations. It is argued that this relationship's importance emanates from the fact that organizing knowledge empowers employees in organizations to enhance their performance in accomplishing their tasks and performing their activities (Ritala et al., 2018; Abualous, et al., 2018). Competency and incremental innovation indicate a solution to reduce sustainable development pressure. Additionally, they develop new capabilities to remove any unwanted business practices and capture business value successfully (Massa and Tucci, 2013; Foumani and Chirani, 2012). On the one hand, merging between innovation and existing business settings is hard to be achieved (Massa and Tucci, 2013; Chesbrough, 2010). On the other hand, as any innovation effort's success is not only the accountability of the innovativeness/actor, the role of social and business contexts needs to be improved and systemic at all levels (Massa and Tucci, 2013; Foumani and Chirani, 2012). Despite the growing recognition of the importance of marketing knowledge management contribution to the promotion of innovation, most of the existing studies have not made clear guidance on unique knowledge processes believed to have the most significant effects (Bueno et al., 2008; Rahimi et al., 2018). Further, research on the interaction between knowledge management and innovation is highly needed (Andreeva and Kianto, 2011; Dahiyat, 2015)