Knowledge management, customer relationship management and innovation capabilities

Abstract

<jats:sec> <jats:title content-type="abstract-subheading">Purpose</jats:title> <jats:p>The purpose of this study is to introduce a unified framework, which integrates knowledge management (KM) (knowledge acquisition, diffusion and application, knowledge from a customer, knowledge about customers and knowledge for customers), customer relationship management (CRM) success (information sharing, customer involvement, long-term partnership, joint-problem solving and technology-based CRM) and innovation capabilities (ICs) (product innovation, process innovation, marketing innovation, service innovation and administrative innovation). Then empirically test the effect of KM on CRM success, the effect of CRM success on IC and the impact of KM on IC through the mediator.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title> <jats:p>Statistical techniques used included confirmatory factor analysis and structural equation modeling using AMOS to test the hypotheses.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Findings</jats:title> <jats:p>The results show that KM influences CRM success, which, in turn, affects IC and KM impacts IC through CRM success.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Research limitations/implications</jats:title> <jats:p>The study uses data provided by only one key informant per firm, which could involve a degree of subjectivity. This study is cross-sectional, which prevents us from examining the evolution over time of the phenomenon under investigation.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Practical implications</jats:title> <jats:p>If organizations fully comprehend KM and CRM, they would be able to implement them successfully, creating value for their companies and fostering IC.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Originality/value</jats:title> <jats:p>The existing research on CRM and KM is primarily conceptual and descriptive in nature and empirical research confirming the real impact of KM processes when developing a CRM innovation is lacking. The relationship between ICs and CRM has not been adequately studied. Hence, this study introduces a conceptual framework, which integrates KM, CRM, ICs and empirically tests the relationships among them.</jats:p> </jats:sec>

Competitive advantage in SMEs: effect of supply chain management practices, logistics capabilities and logistics integration in a developing country

“…Furthermore, Jie et al (2013) confirmed the existence of a strong relationship between supply chain practices and competitive advantage. Finally, recent studies have emphasised that SCM practices such as buyer-supplier relationships (Afraz et al, 2021), information sharing (Huo et al, 2021) and customer relationship management (Migdadi, 2021) influence different facets of competitive advantage. This leads to the hypothesis that: H1.…”

“…Logistics integration is also positively related to competitive advantage in the form of dimensions such as quality, delivery flexibility and cost (Prajogo and Olhager, 2012;Chinomona and Pooe, 2013). In addition, SCM practices are also positively related to competitive advantage (Jie et al, 2013;Afraz et al, 2021;Huo et al, 2021;Migdadi, 2021). For example, Mellat-Parast and Spillan (2014) found that supply chain strategies influence logistics integration, which in turn significantly influences firms' competitive positions.…”

Modelo de gestión del conocimiento para centros de productividad e innovación

“…Para Migdadi (2020), la consolidación del capital estructural en una organización en uno de los requisitos esenciales para alcanzar los objetivos en una organización de conocimiento, y de manera particular, para lograr la sostenibilidad y escalabilidad de estos ejercicios. Lo anterior reviste especial importancia dado que, las prácticas de gestión de conocimiento posibilitan la gestión de los intangibles en la organización y permiten logros significativos en términos de metas empresariales, pero lo más importante, es que este tipo de prácticas se instalen en la organización como parte de su cultura y sean incorporadas de manera sistemática y permanente a fin de generar circulos virtuosos que desemboquen en una organización competitiva, con mayores posibilidades de crecimiento y con una alineación entre las perspectivas individuales y los objetivos propuestos en la visión organizacional (Ali et al, 2017).…”

The Effect of Relational Capital on Organizational Performance in Supply Chain: The Mediating Role of Explicit and Tacit Knowledge Sharing

“…With the advent of the era of knowledge economy, knowledge is regarded as an important resource of organizations, and many organizations realize that knowledge management is an important way to achieve sustainable competitive advantage [9,10]. Knowledge management is the activity of planning and managing the creation and application of knowledge [11]. Knowledge sharing is an important link of knowledge management [12], and it is the activity transferring knowledge from one person or organization to another [13].…”