Customer knowledge management

García‐Murillo, Martha; Annabi, Hala

doi:10.1057/palgrave.jors.2601365

Cited by 269 publications

(180 citation statements)

References 9 publications

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“…Knowledge from customers provides information about products, competitors and the market, which is obtained from the customer estimating the external environment (Garcia-Murillo & Annabi, 2002). Knowledge flows from customers are evaluated through the prism of the integration of knowledge.…”

Section: Customers' Knowledge Role In the Creation Of Open Innovationmentioning

confidence: 99%

Assumptions of Customer Knowledge Enablement in the Open Innovation Process

Jokubauskienė

Vaitkienė

2017

Economics and Business

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Abstract. In the scientific literature, open innovation is one of the most effective means to innovate and gain a competitive advantage. In practice, there is a variety of open innovation activities, but, nevertheless, customers stand as the cornerstone in this area, since the customers' knowledge is one of the most important sources of new knowledge and ideas. Evaluating the context where are the interactions of open innovation and customer knowledge enablement, it is necessary to take into account the importance of customer knowledge management. Increasingly it is highlighted that customers' knowledge management facilitates the creation of innovations. However, it should be an examination of other factors that influence the open innovation, and, at the same time, customers' knowledge management. This article presents a theoretical model, which reveals the assumptions of open innovation process and the impact on the firm's performance.

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Section: Customers' Knowledge Role In the Creation Of Open Innovationmentioning

confidence: 99%

Assumptions of Customer Knowledge Enablement in the Open Innovation Process

Jokubauskienė

Vaitkienė

2017

Economics and Business

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“…In other words, competitive intelligence is the improvement process of competitive ability in the market, through attention to the competitors and the competitive environment, especially for the collection and analysis of the information of capabilities, weaknesses, and intentions of business competitors by using the databases and open resources, ethically and legally. García-Murillo and Annabi [43] consider the competitor knowledge as a part of the organizational knowledge that components of it are: competitors as a partner, the knowledge of competitor's customer, the knowledge of competitor's market, the knowledge of competitor's suppliers and the knowledge of competitor's products/services. Some of the usefulnesses of competitive intelligence are:  Increasing the confidence level of strategic decisions based on the competitive intelligence;  Increasing market knowledge;  Improvement of cross-functional communications in the organization;  To help predict the market trends and fluctuations;  Improvement of competitor's strategy prediction;  Discovering the new customers;  Learning lessons from success and failure of others;  Facilitating to enter into new business;  Increasing the productivity;  Increasing the ability to adapt to the environmental changes.…”

Section: Dp37mentioning

confidence: 99%

A Road Map for Knowledge Management Systems Design Using Axiomatic Design Approach

Houshmand

2017

MATEC Web Conf.

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Abstract. Successful design and implementation of knowledge management systems have been the main concern of many researchers. It has been reported that more than 50% of knowledge management systems have failed, therefore, it is required to seek for a new and comprehensive scientific approach to design and implement it. In the design and implementation of a knowledge management system, it is required to know 'what we want to achieve' and 'how and by what processes we will achieve it'. A literature review conducted and axiomatic design theory selected for this purpose. For the first time, this paper develops a conceptual design of knowledge management systems by means of a hierarchical structure, composed of 'Functional Requirements' (FRs), 'Design Parameters' (DPs), and 'Process Variables' (PVs). The intersection of several studies conducted in the field of knowledge management systems has been used to design the knowledge management model. It reveals that six essential bases of knowledge management are organizational culture, organizational structure, human resources, management and leadership, information technology, and the external environment of the organization; that are represented as top DPs in the structure of the model. These essential factors are decomposed to lower levels by means of zigzagging. The model implemented in Tehran Urban and Suburban Railway Operation Corporation (TUSROC) and the results were very promising. The most important result of this study is a roadmap to design successful and efficient knowledge management systems.

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“…The first part was designed to examine CKM process and it contains four constructs: CK capture reflected by statements (1-4), CK sharing reflected by statements (5-9), CK acquisition reflected by statements (10)(11)(12), and CK application reflected by statements (13)(14)(15)(16)(17)(18)(19)(20)(21)(22). The second part was designed to identify SRP and it includes five constructs: making an apology reflected by statements (23)(24)(25), problem solving reflected by statements (26)(27)(28)(29), being courteous reflected by statements (30)(31)(32)(33), providing an explanation reflected by statements (34-36), and prompt handling reflected by statements (37-39).…”

Section: Questionnaire Designmentioning

confidence: 99%

The Role of Customer Knowledge Management Process in Service Recovery Performance: An Applied Study to the Egyptian National Railways

El-Helaly¹,

Ebeid²,

El-Menbawey³

2015

IJMAR

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Abstract:Customer knowledge represents an important organisational asset that organisations would utilize and manage to gain a competitive advantage. The purpose of this study is to develop and test a model to explain the role of customer knowledge management in service recovery performance; through examining the impact of Customer Knowledge Management (CKM) process on Service Recovery Performance (SRP), based on the perspective of the Egyptian National Railways' employees. It also attempts to measure how employees and customers evaluate the Egyptian National Railways' actual performance of service recovery. This paper has demonstrated the value of managing customer knowledge effectively in order to achieve a higher performance on service recovery. The empirical results indicated that organisations need to capture, share, acquire, and apply customer knowledge successfully in order to improve their service recovery performance. The results also demonstrated that employees evaluate their performance regarding the service recovery more positively than what customers do.

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Customer knowledge management

Cited by 269 publications

References 9 publications

Assumptions of Customer Knowledge Enablement in the Open Innovation Process

Assumptions of Customer Knowledge Enablement in the Open Innovation Process

A Road Map for Knowledge Management Systems Design Using Axiomatic Design Approach

The Role of Customer Knowledge Management Process in Service Recovery Performance: An Applied Study to the Egyptian National Railways

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