How customer knowledge dissemination links to KAM

Salojärvi, Hanna; Saarenketo, Sami; Puumalainen, Kaisu

doi:10.1108/08858621311330236

Cited by 24 publications

(22 citation statements)

References 74 publications

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“…The "outcomes" dimension exposes the consequences of the degree of knowledge management effectively achieved in a company's performance, innovation capability and product, and service quality (Lin, 2007). Salojärvi, Saarenketo, and Puumalainen (2013) follow this general framework for proposing the model for CKM. Other scholars recognize the existence of different influences on CKM activities, such as Human, Organizational, and Technological factors (Feher & Gabor, 2006;Ghobadi, 2015;Lin, 2007;Salojärvi et al, 2013).…”

Section: Introductionmentioning

confidence: 99%

“…Salojärvi, Saarenketo, and Puumalainen (2013) follow this general framework for proposing the model for CKM. Other scholars recognize the existence of different influences on CKM activities, such as Human, Organizational, and Technological factors (Feher & Gabor, 2006;Ghobadi, 2015;Lin, 2007;Salojärvi et al, 2013). Orlikowski (1992) proposed the theory to show the interaction among people, organization, and technology.…”

Section: Introductionmentioning

confidence: 99%

“…and techniques as regular parts of employees' jobs (Salojärvi et al, 2013) 6 Key customer support Refer to the knowledgeable and profitable and active customers who share their knowledge to improve service and product and produce new products.…”

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confidence: 99%

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Customer knowledge management antecedent factors: A systematic literature review

Khosravi

Hussin

2018

Knowl Process Manag

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Customer knowledge (CK) is recognized as a critical organizational resource that provides competitive advantage. Capability of absorbing, sharing, and applying CK can be a challenge for organizations. Human, Organizational, and Technological conditions that facilitate CK management (CKM) are vital capabilities for organizations. This article intends to delve into the world of CKM by appraising and scrutinizing the present state of research and extracting organizational, individual, and technological CKM precursor factors. On the basis of a systematic literature review, this study gathers, integrates, and scrutinizes 66 papers pertaining to CKM precursor factors published during the period 2003–2016 on seven databases by adhering to a predefined review convention. The chosen articles have been appraised so as to mine pertinent information on a series of research questions. We noted a general rise in the number of related papers in the last 8‐year period. Selected articles have investigated CKM in 14 different contexts and 19 different countries. The result of extracting CKM antecedent factors shows that “Customer‐Centric Culture,” “Collaboration System,” and “CRM Technology Infrastructure” have the most frequency in the literature. However, “Intellectual Property,” “Program Champion,” and “Trust” are less iterative factors. Therefore, companies and researchers can use the result of this research for developing Human, Organization, and Technological capabilities in order to implement CKM successfully.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Customer knowledge management antecedent factors: A systematic literature review

Khosravi

Hussin

2018

Knowl Process Manag

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“…KAM enables a firm to devote special attention to its largest and most important customers, especially when such customers comprise a substantial part of its total sales (Salojärvi et al, 2013;Stevenson and Page, 1979;Storbacka, 2012;Weilbaker and Weeks, 1997). Since these accounts make significant purchases, or at least have the potential to do so, they represent great sales opportunities, but if they already purchase substantially, they also pose a great risk (Shapiro and Moriarty, 1982;Piercy and Lane, 2006).…”

Section: Kam Reviewmentioning

confidence: 99%

Sales coordination and structural complexity: a national‐international comparison

Rehme

Kowalkowski

Nordigården

2013

Journal of Business &Amp; Industrial Marketing

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Purpose: The existing literature on key account management (KAM) has focused more on sales forces and management levels than on their evolution. This study explores how sales activities can be coordinated to accommodate national and international KAM programs.Design/methodology/approach: A longitudinal study of the industrial conglomerate ABB 1996-2008. Findings:The diversity associated with geography and product complexity creates demands for a more flexible organization that can provide a more complete offering portfolio across national boundaries and still handle the demands of local organizations.In addition to internal organizational contingencies, the key factors and driving forces for the development of KAM programs are the marketing and purchasing strategies that buyer and seller firms perceive and encounter. Research limitations/implications:The data is limited to one corporation and some of its key customers in different industries. Although the internal and construct validity of the findings are strong, the external validity cannot be assessed precisely. Originality/value:The 12-year study brings valuable insights to the development of KAM programs in multinational corporations and addresses coordination issues related to geographical and product complexity.

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“…Another body of literature has emphasized the importance of input by the customer, henceforth referred to as the customer's knowledge as this study is performed in the context of collaborative customer-supplier relationships (Day, 2000;Campbell, 2003;Lin and Huang, 2013). Firms that proactively use this knowledge in order to foster and enhance long-term relationships can create a significant competitive advantage (Campbell, 2003;Jayachandran et al, 2005;Salojärvi et al, 2013). Indeed, several studies regarding the role of the customer in NPD have revealed the importance of the customer's knowledge in collaborative product development (Fang et al, 2008;Athaide and Klink, 2009;Fuchs and Schreier, 2011).…”

Section: Introductionmentioning

confidence: 99%

Knowledge integration with customers in collaborative product development projects

Eslami

Lakemond

2016

JBIM

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Knowledge integration with customers in collaborative product development projects PurposeThis paper addresses the need for managerial and organizational approaches to knowledge integration with customers in collaborative product development projects. The purpose is to identify the roles of customers in terms of the customer's knowledge contribution and timing of customer collaboration in the product development process. Design/methodology/approachThis study is based on a multi-case study approach, comprising four product development projects from two large international suppliers. The cases were selected following the theoretical replication logic. Data consist of interviews, workshops, and secondary information. For each of the cases, a within case analysis was performed followed by a cross-case analysis. FindingsThe study shows that the customer's knowledge contribution is aligned with the specific requirements of each phase of the product development. Three specific customer roles are identified and connected to the customer's knowledge contribution and the timing of customer collaboration. The technical capability of the customer and the locus of initiative of the product development project are affecting the prerequisites for knowledge integration with customers. Research limitations/implicationsThe study is performed from the perspective of supplier firms. The authors have not been able to capture the perspective of the customer in detail. As it is expected that both customers and suppliers benefit from a systematic knowledge exchange, future studies could examine knowledge contributions in both directions. Practical implicationsThe findings can be used to devise effective approaches for collaborative product development with customers related to the customer's knowledge contribution and the timing of customer collaboration and provide guidance to firms seeking to benefit from knowledge residing at customers. Originality/valueThis is one of the first studies to focus on the integration of customers' knowledge in product development processes. This paper contributes to the customer-supplier collaboration literature by presenting further insight into customers' knowledge contributions, the timing of customer collaboration in product development processes and the prerequisites for knowledge integration with customers.

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How customer knowledge dissemination links to KAM

Cited by 24 publications

References 74 publications

Customer knowledge management antecedent factors: A systematic literature review

Customer knowledge management antecedent factors: A systematic literature review

Sales coordination and structural complexity: a national‐international comparison

Knowledge integration with customers in collaborative product development projects

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