Customer-centered knowledge management: challenges and implications for knowledge-based innovation in the public transport sector

Abstract

Access to this document was granted through an Emerald subscription provided by emerald-srm:198285 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This study aims to explore the role of knowledge management practices in supporting current and emerging passengers' and customer needs, aiming to create value. Specifically, the research examines the importance of customer-centred knowledge management in the delivery of innovative services and practices in the public transport sector, promoting the role of interactions between mobility stakeholders and travellers. Design/methodology/approach -A theoretical framework is developed and supported by the background literature on customer-centric knowledge management approaches, business model innovation, as well as on inter-organisational and network co-operations. Findings -Results show that the development of sustainable innovation and technologies in the transport sector requires knowledge management practices, which enable the access to knowledge about users' needs, the mapping and evaluation of innovative knowledge, the promotion of knowledge-based innovation through collective approaches, as well as the acquisition and integration of new knowledge.Research limitations/implications -The conceptual framework developed in the paper remains limited to a theoretical understanding. Further research should empirically examine knowledge issues related to the intangible character and intellectual capital intensiveness of innovation in the transport sector. Practical implications -Researchers, public transport companies and public transport authorities are expected to benefit from this research, by developing mechanisms for customer-centred knowledge management, which is found to lead to innovative services and practices in the public transport sector. Another practical implication regards the adoption of knowledge management practices, leading to technological innovations in public transport, and advancing the level of sustainability in transport systems. Originality/value -The originality of this study lies in the development of a customer-focussed knowledge management framework, which provides a novel perspective of value creation in an attempt to engage rese...

CRM Adoption in a Higher Education Institution

“…Each stakeholder has a different assumption as to what a CRM solution is. Therefore, implementing a CRM software requires a thorough analysis of major business requirements (Sindakis et al, 2015).…”

Maturity Assessment of Social Customer Knowledge Management (Sckm) Using Fuzzy Expert System

“…Major studies (from 2005 to 2017) related to the concepts of CRM, KM, CKM, ECRM and social media are shown in Table 1. (Yong, Yongqing 2015), (Mukherji 2012), (Mehdibeigi et al 2016) ü û û û ü (Harrigan et al 2015) û û ü ü ü (Sindakis et al 2015), (Fidel et al 2015), (Srisamran, Ractham 2014), (Al-Shammari 2014), (Wu et al 2013), (Attafar et al 2013), (Li et al 2013), (Aghamirian et al 2013), (Sedighi et al 2012) û ü ü ü ü (Aghamirian et al 2015) û û û ü û (Akhavan et al 2014) ü û ü ü ü (Buchnowska 2014), (Chua, Banerjee 2013 Nejatian et al 2011), (Jafari et al 2009), (Salomann et al 2005 Rosa et al 2016) As outlined above, many studies have been conducted on 2-way interactions among CRM systems/processes, knowledge creation and customer knowledge. However, the 4-way interactions between ECRM systems, the types of customer knowledge, knowledge creation processes and social media have rarely been considered, or the discussion has been restricted to only one type of ECRM system (primarily analytical systems) or one type of customer knowledge.…”

“…Customer Knowledge Management (CKM) is one of the approaches of knowledge management implementation in organizations (Yong, Yongqing 2015). In recent years, the organizations are trying to integrate CRM (Customer Relationship Management) and Knowledge Management (KM) (Sindakis et al 2015). While CRM is focused on customer knowledge and preferences, KM systems can create, organize and construct applied knowledge and thereby improve organizational performance (Fidel et al 2015).…”

Promotional Activities Related to the Concept of Sustainable Urban Mobility

“…Wszelkie decyzje związane z planowaniem i rozwojem zrównoważonego miejskiego systemu transportowego są nadzwyczaj skomplikowane, ponieważ wymagają uwzględnienia wielu czynników i kryteriów, które niejednokrotnie są ze sobą sprzeczne (np. kompromis między dostęp-nością a minimalizacją negatywnego wpływu na środowisko i społeczeństwo) (Sindakis, Depeige, Anoyrkati, 2015). Niebanalnym problemem mogącym się pojawić na różnych etapach podejmowanych działań jest zmiana priorytetu poszczególnych kryteriów, szczególnie jeżeli okres realizacji jest wydłużony, np.…”