Managing Customer Knowledge in Service Economy

Pandey, Satyendra C.; Shukla, Mahendra Kumar; Maurya, Upendra Kumar

doi:10.4018/978-1-4666-5154-8.ch029

Cited by 5 publications

(4 citation statements)

References 19 publications

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“…The use of social media as a source of knowledge for CKM is still small; however, it is already a reality (Sedighi et al , 2012; Chaves et al , 2014; Pandey et al , 2014; Del Vecchio et al , 2018b, 2020) and is something that reinforces the correlation between CKM and STDs. Our review found that CKM is a widely discussed topic and several studies reinforce the importance of building conceptual CKM structures, as the number of structures that detail their processes, activities, methods, techniques, tools (MTFs) and actors involved is still low.…”

Section: Results From the Systematic Reviewmentioning

confidence: 99%

Section: Customer Knowledge Managementmentioning

confidence: 99%

“…Lopez-Nicolas and Molina-Castillo (2008) consider CKM an external perspective of knowledge management (KM) capable of contributing to the absorptive capacity of organizations and improving the relationship between clients and organizations. As a result of its contributions, several authors consider CKM a result of the integration between customer relationship management (CRM) and KM, focusing on KM's thoughts to deepen the functions of CRM by improving the understanding of customers' needs, demands and behaviors (Skotis et al, 2013;Pandey et al, 2014;Gohary and Hamzelu, 2016;Sachamanorom and Senoo, 2016;Smith and Charles, 2018;Khosravi and Hussin, 2016). Lak and Rezaeenour (2017) highlight that the good results that the three approaches (CKM, CRM and KM) have generated in their respective fields of activity in recent years have caused organizations to try to integrate CRM and KM to generate CKM, as CRM improves interactions with customers, whereas KM contributes to the creation, organization and capture of customer knowledge to generate value (Lak and Rezaeenour, 2017).…”

Section: Introductionmentioning

confidence: 99%

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Customer knowledge management and smart tourism destinations: a framework for the smart management of the tourist experience – SMARTUR

Muniz

Dandolini

Biz

et al. 2020

JKM

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Purpose This paper aims to demonstrate how customer knowledge management (CKM) can assist destination management organizations (DMOs) in the smart management of the tourist experience to contribute to the creation of smart solutions and the promotion of smart tourism destinations (STDs). To accomplish it, a CKM conceptual framework aligned with smart tourism and composed of eight processes is developed to guide managers in this management. Design/methodology/approach This research adopts the design science research methodology and applies its steps. It was supported by a systematic integrative literature review on CKM models and frameworks and their main elements, as well as by semi-structured interviews with tourism specialists in the context of Santa Catarina, Brazil. Findings From the literature it appears that tourist experiences are customer knowledge essential to the improvement and innovation of tourism products and services, and that CKM, still little explored in this scenario, tends to contribute to the management of this crucial knowledge for smart tourism. The analyses and improvements to the structure developed by specialists show its applicability and contributions to the management of STD experiences. Originality/value This paper offers an original contribution to the integration of the theoretical constructs of CKM, tourist experience and STDs by showing how the CKM, from tourism experiences, technologies and social networks, can assist DMOs in the management of experiences and promotion of STDs.

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Section: Results From the Systematic Reviewmentioning

confidence: 99%

Section: Customer Knowledge Managementmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Customer knowledge management and smart tourism destinations: a framework for the smart management of the tourist experience – SMARTUR

Muniz

Dandolini

Biz

et al. 2020

JKM

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“…To address this underperformance, companies should be more open to external knowledge sources that help to boost innovation performance (Caputo, Lamberti, Cammarano, & Michelino, 2016) and reallocate traditionally separated tasks into new forms of horizontal stakeholder collaborations (Kortmann & Piller, 2016). Furthermore, they have realized that obtaining, managing, and sharing consumer knowledge can be a valuable resource to create innovations and maintain their market competitiveness (Pandey, Shukla, & Maurya, 2014). More and more companies are putting customers at the heart of their innovation efforts and encourage them to share knowledge, engage in business processes, and create innovations (Deloitte, 2018).…”

Section: Introductionmentioning

confidence: 99%

Prosumers’ Engagement in Business Process Innovation – The Case of Poland and the UK

Ziemba

Eisenbardt

Mullins

et al. 2019

IJIKM

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Aim/Purpose: The main purpose of this paper is to identify prosumers’ engagement in business process innovation through knowledge sharing. Background: In the increasingly competitive knowledge-based economy, companies must seek innovative methods of doing business, quickly react to consumer demand, and provide superior value to consumers. Simultaneously, contemporary consumers, named “prosumers”, want to be active co-creators of value and satisfy their consumption needs through collaboration with companies for co-creation, co-design, co-production, co-promotion, co-pricing, co-distribution, co-consumption, and co-maintenance. Consequently, consumer involvement in development and improvement of products and business process must be widely analyzed in various contexts. Methodology: The research is a questionnaire survey study of 388 prosumers in Poland and 76 in the UK. Contribution The contribution of this research is twofold. First, it identifies how prosumers can be engaged in business processes through knowledge sharing. Second, it investigates the differences between Poland- and UK-based prosumers in engagement in business process. Findings: The study found that prosumers are engaged in knowledge sharing at each stage of the business process innovation framework. However, there are differences in the types of processes that draw on prosumers’ engagement. Prosumers in Poland are found to engage mostly in the business process of developing and managing products, whereas prosumers in the UK engage mostly in the business process of managing customer services. Recommendations for Practitioners: This study provides practitioners with guidelines for engaging prosumers and their knowledge sharing to improve process innovation. Companies gain new insight from these findings about prosumers’ knowledge sharing for process innovation, which may help them make better decisions about which projects and activities they can engage with prosumers for future knowledge sharing and creating prospective innovations. Recommendations for Researchers: Researchers may use this methodology and do similar analysis with different samples in Poland, the UK, and other countries, for many additional comparisons between different groups and countries. Moreover, a different methodology may be used for identifying prosumers’ engagement and knowledge sharing for processes improvement. Future Research: This study examined prosumers’ engagement from the prosumers’ standpoint. Therefore prosumers’ engagement from the company perspective should be explored in future research.

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