Assessing the impact of customer knowledge management on organizational performance

Abstract

This study aims to discover how customer knowledge management (CKM) enhances organizational performance. For this purpose, a process‐oriented framework is developed to examine the relationship among organizational knowledge infrastructure, CKM processes, CKM capabilities, and organizational performance. Organizational knowledge infrastructure includes both “customer relationship management infrastructure” and “knowledge management infrastructures.” The balanced scorecard dimensions are used for measuring organizational performance. Based on process‐oriented approach, infrastructures enhance CKM capabilities through CKM processes and consequently improve firm performance. The research framework is evaluated by a questionnaire survey in 51 software companies in Iran. The empirical work indicated that constructed measures demonstrate the key psychometric properties including reliability and validity. The findings also demonstrate mediating role of CKM processes and CKM capabilities on the relationship between CKM and organizational performance. It means that firms with improved CKM process capabilities enjoy better organizational performance.

Customer knowledge management competence evaluation of agritourism enterprises by using the balanced scorecard and fuzzy-AHP: Evidence from Chengdu-Chongqing economic circle

“…The customer knowledge application capability is expressed by two indexes: gold customer identification ability, 80% of an enterprise’s profit is created by 20% of its customers [ 35 ], and these customers are called gold customers to whom special attention and preferential should be paid and given; ability of understand customer purchase motive, the customer purchasing behaviors can be accurately predicted and guided only through the real understanding of customer needs and motives [ 36 ]. The customer knowledge in-novation capability is mainly reflected by two aspects: new product development capability and customized production capacity.…”

The Chinese automobile industry’s research and development capability and innovative performance

“…In the same line knowledge-based view and absorptive capacity theory are utilized to judge the role of distributed innovation to the automobile industry. It is widely accepted that knowledge management from different sources on which distributed innovation dependent as different sources provide knowledge as users, suppliers resulted in innovation and competitive advantage as Flynn et al (2003) ; Zack et al (2009) ; Huang (2011) ; Lau and Bruton (2011) ; Jin et al (2012) ; Kang et al (2014) ; Iqbal et al (2018) ; Qi and Chau (2018) ; Zand et al (2018) ; Abubakar et al (2019) ; Hammoud (2020) . It is believed that this performance includes efficiency and performance of innovations.…”

The Impact of Knowledge Management on the Economic Indicators of the Companies

“…Using a dataset consisting of 181 Italian firms, this study examines whether and how this relationship affects the overall performance of firms. In one research (Zand et al 2018) investigate how customer knowledge management enhances organizational performance. Based on process-oriented approach, infrastructures enhance customer knowledge management capabilities through customer knowledge management processes and consequently improve firm performance.…”