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The purpose of this paper is to investigate the microfoundations of customer knowledge acquisition during logistics innovation development. Specifically, the authors explore the activities and behaviors of employees with customer contact (i.e. boundary-spanning employees (BSEs)) to deepen and broaden their knowledge about customers for the development of innovations.

Qualitative research based on multiple semi-structured interviews with BSEs of six logistics service providers was conducted to explore the deepening and broadening of customer knowledge during innovation development. Data were analyzed for similarities and differences in BSEs’ knowledge acquisition and their interactions with customers across six innovations.

Results show that BSEs engage sequentially in deepening and broadening customer knowledge throughout the logistics innovation development process. Yet, the specific sequence depends on the type of innovation developed (customized vs standardized). Customer knowledge tends to be deepened in one-on-one interactions, while knowledge tends to be broadened in interactions with numerous and diverse customer firm members.

In general, this paper contributes to the understanding of the individuals’ behaviors underlying organization-level phenomena, such as logistics service providers’ customer knowledge acquisition.

Findings illustrate that BSEs are well advised to concentrate on either deepening or broadening their customer knowledge in a single stage of the logistics innovation development process but switch between these two knowledge acquisition approaches from stage-to-stage to leverage customer interaction.

By investigating firms’ customer knowledge acquisition at the individual level, this paper addresses the calls in the literature for more research into the microfoundations of organizational phenomena.

The purpose of this paper is testing customer’s knowledge on customer intimacy and its impact on repurchase intention, specifically to Bank Muamalat’s customers in Jakarta, Indonesia.

This research was conducted at sharia bank with research subject that is a customer of Bank Muamalat reasons to choose Bank Muamalat as a representative of other sharia banks as a place of research because it is the first sharia bank in Indonesia and more experienced in implementing sharia practices. The branch offices approved as research sites are only seven branch offices (Panglima Polim, Slipi, Tanah Abang, Kemayoran, Mangga Dua, Buaran and Kalimalang) in five areas of DKI Jakarta (Central Jakarta, West Jakarta, South Jakarta, East Jakarta and North Jakarta). Respondents at the seven branch offices are considered to represent customers of Bank Muamalat in the area of Jakarta. Data were collected from August to December 2017.

High customer knowledge is able to encourage customer intimacy, and high customer intimacy is also able to encourage repurchase intention. On the other hand, it was found that customer knowledge was not directly able to increase the intention of repeat purchase. However, from the mediation test (indirect effect) is seen with high customer knowledge, supported by the high customer intimacy, it can indirectly increase the high repurchasing intention.

Originality is seen from testing the mediation effect of customer intimacy on the influence of customer knowledge on purchase intentions. Furthermore, inconsistencies put the customer’s familiarity with familiarity, and familiarity with the intention of repeat purchase, are re-examined in the context of sharia banks. It is assumed the test results will be different if done in different countries and institutions.

The purpose of this paper is to evaluate the effect of learning climate on customer-oriented behaviors by incorporating salespeople’s customer knowledge in the banks. It also explores the mediating role of customer knowledge between learning climate and customer-oriented behaviors.

A conceptual two-level model that links learning climate to customer-oriented behaviors was developed and tested using data collected from salespeople and customers in banks in Taiwan. Data from 444 customers involving 92 salespeople was collected via a questionnaire and analyzed using hierarchical linear modeling.

The results show that learning climate encourages salespeople to develop customer knowledge and customer-oriented behaviors, and that salespeople’s customer knowledge positively influences customer-oriented behaviors. This study also provides empirical support for the hypotheses that learning climate helps salespeople increase customer-oriented behaviors through improving salespeople’s customer knowledge.

The findings highlight the importance of enhancing learning climate and customer knowledge to enable banks to improve salespeople’s customer-oriented behaviors. This research also points to customer knowledge as mediating mechanisms that can explain the association between learning climate and customer-oriented behaviors in the sales context.

By integrating knowledge management with organizational learning research, this study evaluates the effect of learning climate on salespeople’s customer-oriented behaviors by incorporating their customer knowledge. In addition, the present study points to salespeople’s customer knowledge as one of several mediating mechanisms that explains the association between learning climate and customer-oriented behaviors.

The purpose of this research was to model the impact of customer knowledge on the performance of organization with a focus on information technology industry. Furthermore, it is intended to analyze the effect of customer knowledge investment on the performance measures, by reviewing investment policies.

The relationship between customer knowledge and performance measures was specified using literature review and grounded theory method. The system dynamics approach was then applied to analyze the impact of the customer knowledge on the performance measures.

This study provided a dynamic model on the causal relationship between customer knowledge and organizational performance. The results showed that measures such as product development, financial performance, idea generation, technical knowledge and knowledge maturity were affected by the customer knowledge while the relationship with customer loyalty and the number of customers was not proven. Besides, it was found that to increase the impact of customer knowledge on organizational performance, knowledge maturity was essential, and investing on customer knowledge without investing on knowledge maturity would reduce the organizational performance. The results also showed that more knowledge investment would not necessarily increase financial strength of the organization.

Results of this study could be useful for strategy formulation and deployment especially for IT-based companies showing the importance of investment on customer knowledge on the one hand and the knowledge maturity in the organization on the other hand.

In this research, the impact of customer knowledge on both financial and nonfinancial performance measures was studied showing new findings on the dynamism of their relationships.

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 formulation of the questions that form the core of this article: What customer knowledge do businesses require? What customer data can be collected? What are the challenges for translating data into information and knowledge? Can knowledge cultures be created in online customer communities? Whose knowledge is it anyway? How can knowledge assets be identified and managed in virtual organisations? How can customer knowledge from e‐business be integrated with customer knowledge from other channels? Who needs customer knowledge anyway?

The purpose of this paper is to determine the influence of customer trust, religious commitment, customer’s knowledge on customer intimacy and its impact on relational commitment and repurchase intention, especially in Sharia banks in Indonesia.

This study was conducted in Sharia Banks in Jakarta Bogor, Tangerang Bekasi (Jabotabek) area. The population of this study covered all bank customers. Because of the large population, the researchers took samples of the population. The partial least square (PLS) analysis tool was also appropriate to be used to analyze data from smaller samples. In total, 100 respondents were selected using a snow bowling sampling technique in August–September 2017.

Higher customer trust enhances the customer intimacy. Stronger religious commitment also strengthens the customer intimacy. It has been confirmed that customer intimacy enhanced the relational commitment among clients in Sharia banks in Indonesia. The results show that high customer knowledge is able to encourage customer intimacy, and high customer intimacy is also able to encourage repurchase intention. On the other hand, it was found that customer knowledge was not directly able to increase the intention of repeat purchase. However, from the mediation test (indirect effect) is seen with high customer knowledge, supported by the high customer intimacy, it can indirectly increase the high repurchasing intention.

There are some research gaps that were considered as the theoretical foundation and research framework in this study. The focus of this study was on the role of customer intimacy in mediating the influence of trust and religious commitment on relational commitment. Based on the empirical review, this study attempted to develop customer intimacy antecedents by testing religious commitment, which becomes the originality of this study. This study was done based on some empirical results indicating that the antecedent of customer intimacy still varied while it needed to be immediately developed. Furthermore, the inconsistencies in the correlation between customer intimacy and relational commitment were later re-examined in the context of Islamic banks. It was assumed that the test would result in different findings as the test was done in a different countries and institutions.

The purpose of the present research is to introduce a combined framework that integrates innovative work behavior, product innovation process and customer knowledge management; then, to explore the mediating effect of customer knowledge management in the relationship between innovative work behavior and the product innovation process.

The basis for the present research is a cross-sectional design. Data collection from 154 employees occurred using the following structured questionnaires: Customer Knowledge Management (CKM), Innovative Work Behavior (IWB) and Product Innovation Process (PIP). Data processing used SPSS version 26.0, including the PROCESS (3.5) macro analysis.

The results show positive relationships between innovative work behavior and the product innovation process (r = 0.420, p < 0.01). Pearson's correlation shows a coefficient of 0.42, meaning that 42% of the variations in perceived product innovation are due to variations in innovative work behavior. The second condition of the mediation test involved testing the relationship between the independent variable (Innovative Work Behavior) and the mediating variable (Knowledge Management) and showed a significant relationship (r = 0.272, p < 0.01). The findings suggested that knowledge management that other determinants supported, such as collaboration in idea exploration, idea championing and encouragement of participation in idea implementation, significantly contributed to the product innovation process (r = 0.509, p < 0.01). The bootstrapping method confirmed that innovative work behavior supports product innovation through the mediation of customer knowledge management (z = 3.01, p = 0.002).

The cross-sectional design, along with the relatively low number of participants and the self-reporting nature of the questionnaires, represent the current study's main limitations. Developing the research model could integrate new variables, such as customer co-creation processes, performance-based compensation, employee citizenship activities and transformational leadership.

This research has both theoretical and practical implications. These emphasize the importance of further investigation into the factors influencing companies' innovation processes. They also provide managers with a means of finding a fit between the deployment of customer knowledge mechanisms and the achievement of innovative workplace behavior, to improve innovation process efficiency.

The current study broadens the empirical research area of customer knowledge management and its impact on both innovative work behavior and the product innovation process, particularly in knowledge-intensive market scenarios that require organizations to be innovative.

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.

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.

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.

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.

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.

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.

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

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.

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.

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.

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.

This study aims to explore the innovative strategies of business model of the free-to-fee switch, the relationship between the business model innovation and customer knowledge and further develop a conceptual model.

This study adopts a multiple case study method with abductive research logic, following the replication logic to select samples. A total of eight outstanding companies with altogether 312 free-to-fee switch events were selected from 1998 to 2021.

A strategic matrix with four innovative business models for the free-to-fee switch is generated. The parallelism between the models and customer knowledge orientations is also found. Further, the study develops the conceptual model regarding customer knowledge orientation as a key mediation.

The study highlights the conceptualization definition of customer knowledge orientation and its mediation effect to the business model innovation of free-to-fee switch, which is a new issue compared with previous research. Furthermore, it reveals that there exists organizational ambidexterity, which brings a new definition of customer knowledge orientation.

This study suggests how to integrate customer knowledge orientations to support the marketing process of the business model of free-to-fee switch. It also proposes a specific mechanism to conduct the free-to-fee switch with the introduction of four innovative strategic models and eight evolutional paths.

This study creatively proposes the strategic matrix and the conceptual model of business model innovation of free-to-fee switch. Moreover, a new conceptual definition of customer knowledge orientation is specified.