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Article
Publication date: 18 December 2007

Yi‐Chan Chung, Chih‐Hung Tsai, Shiaw‐Wen Tien and Lin‐Yi Lin

Customer Support Knowledge of Customer Support Organization is one of the important assets of enterprises and “Customer Support Knowledge Management” is also the critical…

Abstract

Customer Support Knowledge of Customer Support Organization is one of the important assets of enterprises and “Customer Support Knowledge Management” is also the critical aspect of Business Knowledge Management; however, the attributes of Customer Support Knowledge are complicated, diverse, renewed rapidly and difficult to be managed. Thus, in order to design a successful Customer Support Knowledge Management System, apart from the consideration of “human” and “information technology” aspects, the concerns of attributes and Customer Support Knowledge and industry characteristics should be involved for meeting the requirements of Customer Support Organization and allowing the organization to acquire the competitive advantage of “Differentiation Service”. This research used the “Customer Support Knowledge Management System” in a high‐tech industry as an example and treated the end users of medical instruments in different types of hospitals in Taiwan which have received the support service of our company in recent six months as the population. The end users were mostly the nursing executives or ultrasonic wave technical personnel in intensive care unit and they had similar educational background and incomes and adopted the medical instruments such as physical supervision system, ultrasonic wave system, heart start or ECG machine produced by our company; the research method was to randomly treat the investigation results of the telephone customers’ satisfaction from respective 30 end users in the population three months before and after this system execution as the samples and use hypotheses to validate if the end users’ customer satisfaction significantly improved in terms of “Remote Support,” “On‐site Support,” “Service Turn Around time,” “Technical Competence” and “Service Manner” in order to understand the influence and managerial significance of execution of “Customer Support Knowledge Management System” on Customer Support Organization.

Details

Asian Journal on Quality, vol. 8 no. 3
Type: Research Article
ISSN: 1598-2688

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Article
Publication date: 16 August 2011

Samiha Mjahed Hammami and Abdelfattah Triki

The objective of this paper is to highlight the importance of information technology in service recovery performance through the exploration of its influence on service

Abstract

Purpose

The objective of this paper is to highlight the importance of information technology in service recovery performance through the exploration of its influence on service recovery performance components and determinants.

Design/methodology/approach

A general inductive approach for analyzing qualitative data was adopted since the main research question of “How can information technology enable successful service recovery?” has not been examined in the complaint management literature. Data were collected through in‐depth interviews with key executives working in the Tunisian banking sector.

Findings

Drawing on the knowledge‐based view (KBV), the authors develop a general framework to understand the differences in service recovery performance (SRP). The research shows that various knowledge‐based resources such as customer orientation (CO), internal orientation (IO), and information technology (IT) complement one another to impact on SRP. Ignoring the complementarities of these resources in assessing SRP can seriously underestimate the impact of IT on the knowledge assets that are embedded in the firm recovery competency. This distinctive business competency is labelled knowledge enabled recovery effectiveness (KERE).

Research limitations/implications

Given the exploratory nature of this study, these preliminary results need quantitative research to refine theory and measurement of service recovery capabilities and for future validation of the proposed framework.

Practical implications

The findings provide important implications for the effective design and the automation of complaint management and for the intervening mechanisms that govern the IT business value.

Originality/value

The paper examines the issue of complaint management from a knowledge based view and calls for the need to consider specific customer relationship management (CRM) areas as a set of knowledge based activities.

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Article
Publication date: 13 March 2018

Xin Wang and Ming Xu

The purpose of this paper is to propose a research model exploring the link between open innovation, customer knowledge management and radical innovation. It seeks to…

Abstract

Purpose

The purpose of this paper is to propose a research model exploring the link between open innovation, customer knowledge management and radical innovation. It seeks to answer these research questions: is there any difference among the effects of different types of open innovation activities on radical innovation? How does the organizational learning ability influence the impact of customer knowledge management on radical innovation?

Design/methodology/approach

The paper is based on the data collected from a sample of 165 modern service enterprises located in the Yangtze River Delta region. The authors conducted a structural equation modeling analysis using SPSS and MPLUS to test the proposed hypotheses.

Findings

The results showed that different kinds of open innovation activities had different impacts on the path to radical innovation. Inbound open innovation activities directly influenced radical innovation while the effect of outbound open innovation activities on radical innovation combined with the organizational exploitative learning ability is indirect. Similarly, the empirical results also proved that customer knowledge management had an indirect effect on radical innovation through the organizational learning ability, and the influence of the exploratory learning ability was more prominent.

Originality/value

Under the background of the national innovation driven by the development strategy, this paper studies the impact mechanism of radical innovation from the perspectives of open innovation and customer knowledge management. Therefore, it is suggested that the enterprise should adopt open innovation activities to foster innovation performance, formulate a customer-oriented innovation strategy and invest information and communication technologies to enhance the organizational learning ability of the enterprise.

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Article
Publication date: 1 October 2005

Adrian Bueren, Ragnar Schierholz, Lutz M. Kolbe and Walter Brenner

Processes in customer relationship management (CRM) are classified as knowledge‐intensive processes. This paper seeks to provide a framework for knowledge management (KM…

Abstract

Purpose

Processes in customer relationship management (CRM) are classified as knowledge‐intensive processes. This paper seeks to provide a framework for knowledge management (KM) support of CRM processes and to show how this framework was applied in three action research cases.

Design/methodology/approach

In a long‐term cooperation with several leading companies the authors developed a framework for customer knowledge management (CKM) and applied this framework in several action research cases. Additionally, further case studies have been conducted which support the framework. A selection of three action research cases is presented.

Findings

Six core processes of CRM and four building blocks of KM to support these processes we identified. Each of these cases demonstrates the application of the framework and the implementation of the appropriate subset of CKM.

Research limitations/implications

The cases support the CKM model. All cases presented here come from the financial services industry, thus the framework still needs to be applied in other industry segments as well.

Practical implications

The cases evaluate the applicability, utility and efficacy of the CKM framework and show how it can help to make managerial decisions concerning the KM support of CRM processes.

Originality/value

The paper provides a framework classifying the processes in CRM and the KM building blocks to support these processes. To researchers it provides an evaluation of the presented framework and shows potential fields for further research. It also gives practical advice to managers who plan CRM initiatives.

Details

Business Process Management Journal, vol. 11 no. 5
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 1 December 2003

Henning Gebert, Malte Geib, Lutz Kolbe and Walter Brenner

The concepts of customer relationship management (CRM) and knowledge management (KM) both focus on allocating resources to supportive business activities in order to gain…

Abstract

The concepts of customer relationship management (CRM) and knowledge management (KM) both focus on allocating resources to supportive business activities in order to gain competitive advantages. CRM focuses on managing the relationship between a company and its current and prospective customer base as a key to success, while KM recognizes the knowledge available to a company as a major success factor. From a business process manager’s perspective both the CRM and KM approaches promise a positive impact on cost structures and revenue streams in return for the allocation of resources. However, investments in CRM and KM projects are not without risk, as demonstrated by many failed projects. In this paper we show that the benefit of using CRM and KM can be enhanced and the risk of failure reduced by integrating both approaches into a customer knowledge management (CKM) model. In this regard, managing relationships requires managing customer knowledgeknowledge about as well as from and for customers. In CKM, KM plays the role of a service provider, managing the four knowledge aspects: content, competence, collaboration and composition. Our findings are based on a literature analysis and six years of action research, supplemented by case studies and surveys.

Details

Journal of Knowledge Management, vol. 7 no. 5
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 29 November 2018

Roberto Chierici, Alice Mazzucchelli, Alexeis Garcia-Perez and Demetris Vrontis

The purpose of this paper is to empirically investigate how big data collected from social media contribute to knowledge management practices, innovation processes and…

Abstract

Purpose

The purpose of this paper is to empirically investigate how big data collected from social media contribute to knowledge management practices, innovation processes and business performance.

Design/methodology/approach

The study used 418 questionnaires collected from firms that actively invest in marketing, advertising and communication in the Italian market. The hypotheses testing and analysis were conducted using structural equation modeling.

Findings

The results reveal that customers’ data gathered from social media produce different effects on knowledge management practices and firms’ innovation capacity. Furthermore, increased innovation capacity turned out to affect customer relationship performance directly, while it contributes to gain better financial performance only when it is used to gain relational outcomes.

Originality/value

The outcomes of the study help firms to develop a clear understanding about which big data retrieved from social media can be useful to improve their knowledge management practices and enhance their innovation capacity. Moreover, by investigating the mediating role of big data knowledge management in the context of social media knowledge acquisition and innovation capacity, this study also extends the mediation variables used to understand the relationship between knowledge capabilities and practices and innovation constructs.

Details

Management Decision, vol. 57 no. 8
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 27 January 2012

Ru‐Jen Lin, Rong‐Huei Che and Chiu‐Yao Ting

Organizations are facing a rapidly changing environment and there is a greater need to understand customers' demands and competitors' strategies for the development of…

Abstract

Purpose

Organizations are facing a rapidly changing environment and there is a greater need to understand customers' demands and competitors' strategies for the development of product innovation. The purpose of this paper is to explore the effects of market orientation, market knowledge and customer knowledge management on product innovation performance from the perspective of dynamic capability.

Design/methodology/approach

The data were collected from high‐tech firms in Taiwan. This study employs the structural equation model (SEM) to examine the relationships between market orientation, market knowledge, customer knowledge management and product innovation performance.

Findings

The findings of this study suggest market orientation has no significant impact on product innovation performance, and market knowledge and customer knowledge management mediate the relationship between market orientation and product innovation performance.

Research limitations/implications

This paper suggests the consideration of various types of mediators or moderators in order to acquire more information for future study; the framework can be expanded to other industries due to this study's limited focus on the high‐tech industry.

Practical implications

This paper implies that besides utilizing market orientation for innovative practices, the high‐tech industry should focus more on market knowledge and customer knowledge management. In high‐tech industries, the process of knowledge management, which transfers customer knowledge to product innovation, can effectively seize market information.

Originality/value

This study examines the mediating effects of market knowledge and customer knowledge management and clarifies the relational inconsistencies between market orientation and product innovation performance from knowledge management viewpoints.

Details

Industrial Management & Data Systems, vol. 112 no. 1
Type: Research Article
ISSN: 0263-5577

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Article
Publication date: 7 June 2013

Hanna Salojärvi, Sami Saarenketo and Kaisu Puumalainen

This study aims to identify the organizational antecedents of intra‐organizational customer knowledge dissemination in the context of key account management (KAM).

Abstract

Purpose

This study aims to identify the organizational antecedents of intra‐organizational customer knowledge dissemination in the context of key account management (KAM).

Design/methodology/approach

The data were collected from large industrial companies in Finland by means of a structured survey. Linear hierarchical regression analysis was used to test the hypotheses.

Findings

The findings of the study show that esprit de corps among employees and the formalization of key account management facilitate customer knowledge dissemination in industrial key account organizations. Moreover, the findings show that the intra‐organizational dissemination of customer knowledge is positively related to the supplier's KAM performance and dissemination fully mediates the relationship between esprit de corps and KAM performance.

Research limitations/implications

The study contributes to research on key account management in providing quantitative empirical evidence about the antecedents and consequences of the intra‐organizational dissemination of key account‐related knowledge.

Originality/value

Building on previous research on customer knowledge management, market orientation and key account management, the study identifies customer‐specific knowledge dissemination as an intra‐organizational determinant of the successful management of industrial key account relationships.

Details

Journal of Business & Industrial Marketing, vol. 28 no. 5
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 5 October 2015

Aurora Garrido-Moreno, Nigel Lockett and Victor Garcia-Morales

The purpose of this paper is to propose a research model exploring the link between knowledge management processes and customer relationship management (CRM) performance…

Abstract

Purpose

The purpose of this paper is to propose a research model exploring the link between knowledge management processes and customer relationship management (CRM) performance. It seeks to answer two research questions: What are the effective drivers of knowledge management processes in the context of a CRM initiative? Do these processes make a real impact on CRM performance?

Design/methodology/approach

The paper is based on data obtained from a sample of 93 service companies located in Spain. The authors conducted a structural equation modeling analysis using PLS to test the proposed hypotheses.

Findings

It was observed that both technological and organizational readiness were effective drivers of knowledge management. However, it was contrasted also that the usage of social media tools was not significantly related to knowledge management. Results show a real impact of knowledge management processes on CRM performance, so companies can understand how to implement successfully those initiatives.

Research limitations/implications

The main limitations of the study are that it was based on cross-sectional data and that variables were measured based on the perceptions of general managers.

Practical implications

Service companies need to invest in technological infrastructures, and create an appropriate organizational climate (top management support, employees commitment) in order to promote effective knowledge management processes, that will enable CRM success, paving the way for the development of marketing innovations.

Originality/value

This is the first empirical work that examines in confirmatory way what are the main drivers of knowledge management processes, including in the analysis the impact of both organizational and technological readiness, and considering also the usage of social media tools, in the context of a CRM initiative.

Details

Baltic Journal of Management, vol. 10 no. 4
Type: Research Article
ISSN: 1746-5265

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Article
Publication date: 1 December 2002

Jennifer E. Rowley

Customer knowledge is an important asset for all businesses. The rhetoric of e‐business emphasises the opportunities for knowing customers in the digital economy. This…

Abstract

Customer knowledge is an important asset for all businesses. The rhetoric of e‐business emphasises the opportunities for knowing customers in the digital economy. This article sets the context with a brief summary of the key characteristics of the knowledge management paradigm. This is used as a platform for the themes that form the core of this article: defining the knowledge that the organisation requires; knowledge tools and the relationships between data, information and knowledge; the role of customer communities in CKM; bounding and structuring organisational knowledge communities; ownership of knowledge assets; integrating customer knowledge across channels; and comparing customer knowledge management with customer relationship management. The overarching message of the article is that customer knowledge management is not just about data. Organisations need to develop strategies that enable them to capitalise on the dynamic integration of systems and people.

Details

Qualitative Market Research: An International Journal, vol. 5 no. 4
Type: Research Article
ISSN: 1352-2752

Keywords

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