scholarly journals Defining customer experiential knowledge and its dimensions: a conceptualization starting from a netnographic study of specialty coffee blogs

2021 ◽  
Vol 25 (11) ◽  
pp. 149-174
Author(s):  
Beatrice Ietto ◽  
Federica Pascucci ◽  
Gian Luca Gregori
Keyword(s):  
Knowledge Management ◽  
Customer Experience ◽  
Experiential Knowledge ◽  
Customer Knowledge ◽  
Content Type ◽  
Managerial Decisions ◽  
Customer Knowledge Management ◽  
Specialty Coffee ◽  
Different Dimensions ◽  
Interpretative Approach

Purpose This paper aims to develop a theoretical framework for the conceptualization of customer experiential knowledge (CEK) by logically combining its different dimensions into one coherent explanatory concept. Drawing on the integration of the literature on customer experience, customer knowledge management and customer insights acquisition, supported by adequate empirical evidence, the framework provides a systematic, comprehensive and accurate understanding of CEK which, could contribute to the identification of relevant customer experience insights useful for customer knowledge management. Design/methodology/approach The analysis follows an inductive/deductive interpretative approach and it is based on a netnography of specialty coffee bloggers’ narratives in relation to their sustainability practices. Findings The paper identifies the following six types of CEK: normative, subcultural, epicurean, transcendental, subcultural and symbolic. Accordingly, CEK is defined as the knowledge tacitly possessed by customers in relation to how they live their consumption experiences according to a body of heterogeneous socio-cultural contextual factors (ethos, norms and symbols) and subjective influences (emotions, ingenuity, instincts and senses) deeply embedded into the narrative of a consumption experience. Originality/value While CEK has been largely observed and acknowledged, it has not been yet adequately addressed by existing research. The provision of a conceptual definition of CEK which emphasizes its different dimensions will be of use to both academics and practitioners to better identify and categorize the different manifestations of CEK when undertaking empirical observations or managerial decisions.

A Comprehensive Model for Customer Knowledge Management Mechanisms

2011 ◽  
pp. 250-263 ◽  
Author(s):  
Neda Sakhaee ◽  
Hamidreza Shahbaznezhad ◽  
Mehdi Shami Zanjani
Keyword(s):  
Knowledge Management ◽  
Comprehensive Model ◽  
Customer Knowledge ◽  
Customer Knowledge Management ◽  
Proposed Model ◽  
Management Concepts ◽  
Different Dimensions

In order to implement customer knowledge management concepts, companies need to deploy several mechanisms through the development and integration of currently available ways. Although customer knowledge management has been discussed in various circles, fewer studies have tried to discover a comprehensive set of customer knowledge management mechanisms. This chapter proposes a comprehensive taxonomic model that acts as a reference in the area of customer knowledge management. By using this model, companies can manage their customer knowledge in e-commerce or non e-commerce domes. The proposed model is based on blended methodology and contains a vast look at the three different dimensions of customer knowledge through additional details as well as introducing the comprehensive set of “technological” and “non-technological” mechanisms in accordance with each identified types of customer knowledge.

The impact of customer knowledge management capability on project performance-mediating role of strategic agility

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Syed Arslan Haider ◽  
Umar Nawaz Kayani
Keyword(s):  
Knowledge Management ◽  
Structural Equation ◽  
Project Performance ◽  
Equation Modeling ◽  
Customer Knowledge ◽  
Content Type ◽  
Mediating Role ◽  
Customer Knowledge Management ◽  
Management Capability ◽  
Strategic Agility

Purpose The purpose of this study is to examine the relationship between the customer knowledge management capability (CKMC) on project performance through strategic agility in the context project based software companies of Pakistan. The aim of the paper is to find out whether and how is customer knowledge beneficial for project performance and recognized as the important source of advancement of the knowledge management (KM) theory and the essential subject in practical ground. Design/methodology/approach In this study, non-probability, simple random sampling method was used to collect the data because it excludes bias from the data collection process. Although, the population of this research includes 307 employees working in different 30 public and private projects based software firms, operating in twin cities Rawalpindi, Islamabad. The respondents are project supervisors, team members, customers working on these different projects. Because of time limitation data has been collected within four months (i.e. November 2018 to February 2019) for this study, it is not time-lagged study and the data were collected at one time, so the design is cross-sectional in nature. The analysis was established using partial least squares-structural equation modeling (Smart PLS-SEM v.3.2.8) software to test hypotheses. Findings The results revealed the structural equation modeling that the components creating, transferring, integrate and influence ensure the most significant job in clarifying the customer knowledge and enhancing the capability to understand the customer needs and want which lead to decrease project delay, over consumption of the budget and directly lead to increase the project performance. The analyzed results also successfully justified the gap of this research study by showing the significant relationship between CKMC and project performance, also the indirect effect of CKMC through strategic agility on project performance more than its direct effect. So, the strategic agility plays positive and significant mediating role between CKMC and project performance, therefore the all sub-hypothesis and primary hypothesis were accepted. Originality/value This study sets the context with a brief summary of the key characteristics of the CKMC to improve the new product performance, enhance product/service quality, also reduce costs and enhance the competitiveness of organizations. Organization ought to acknowledge how to use KM to generate their revenues and achieve their goals. However, available techniques and methodology to measure the sufficiency are dissatisfying and consistent need for assessments and evaluations of this issue are felt.

Customer knowledge management, innovation capability and business performance: a case study of the banking industry

2014 ◽  
Vol 18 (3) ◽  
pp. 591-610 ◽  
Author(s):  
Nastaran Taherparvar ◽  
Reza Esmaeilpour ◽  
Mohammad Dostar
Keyword(s):  
Knowledge Management ◽  
Firm Performance ◽  
External Environment ◽  
Knowledge Flows ◽  
Innovation Capability ◽  
Customer Knowledge ◽  
Content Type ◽  
Customer Knowledge Management ◽  
Private Banks

Purpose – This paper aims to examine the effect of customer knowledge management (CKM) on continuous innovation and firm performance in 35 private banks in Guilan (Iran). CKM emerges as an important and effective system for innovation capability and firm performance. However, the role of CKM in innovation and performance is not well understood. Design/methodology/approach – Data have been collected via questionnaires from managers of private banks in Guilan. Feedback was received from 265 managers in 350 distributed questionnaires, and hypotheses were tested using the structural equation modelling. Findings – The results of this paper indicate that knowledge from customers has a positive impact on both innovation speed and innovation quality as well as operational and financial performances. Also, our results demonstrate a different effect of knowledge about customer and knowledge for customers on various dimensions of innovation and firm performance. By using customer’s knowledge flows, firms will be aware of external environment and new changes in customers’ needs and so will be more innovative and perform better. Practical implications – CKM is known as an important system to connecting internal environment to external environment to create novel ideas. The results of this paper shed light on the consequences of CKM on firms and provide support for the importance of CKM to enhance innovation capacity and firm performance. Originality/value – This article is one of the first to find empirical support for the role of CKM within firms and its importance on innovation capability and firm performance. This study can provide valuable insights and guidance for researchers and managers as well.

Examining the linkage among open innovation, customer knowledge management and radical innovation

2018 ◽  
Vol 13 (3) ◽  
pp. 368-389 ◽  
Author(s):  
Xin Wang ◽  
Ming Xu
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Open Innovation ◽  
Radical Innovation ◽  
Learning Ability ◽  
Customer Knowledge ◽  
Content Type ◽  
Innovation Activities ◽  
Customer Knowledge Management ◽  
The Impact

Purpose The purpose of this paper is to propose a research model exploring the link between open innovation, customer knowledge management and radical innovation. It seeks to answer these research questions: is there any difference among the effects of different types of open innovation activities on radical innovation? How does the organizational learning ability influence the impact of customer knowledge management on radical innovation? Design/methodology/approach The paper is based on the data collected from a sample of 165 modern service enterprises located in the Yangtze River Delta region. The authors conducted a structural equation modeling analysis using SPSS and MPLUS to test the proposed hypotheses. Findings The results showed that different kinds of open innovation activities had different impacts on the path to radical innovation. Inbound open innovation activities directly influenced radical innovation while the effect of outbound open innovation activities on radical innovation combined with the organizational exploitative learning ability is indirect. Similarly, the empirical results also proved that customer knowledge management had an indirect effect on radical innovation through the organizational learning ability, and the influence of the exploratory learning ability was more prominent. Originality/value Under the background of the national innovation driven by the development strategy, this paper studies the impact mechanism of radical innovation from the perspectives of open innovation and customer knowledge management. Therefore, it is suggested that the enterprise should adopt open innovation activities to foster innovation performance, formulate a customer-oriented innovation strategy and invest information and communication technologies to enhance the organizational learning ability of the enterprise.

Successful customer knowledge management implementation through social media capabilities

2017 ◽  
Vol 47 (3) ◽  
pp. 353-371 ◽  
Author(s):  
Sanaz Kargaran ◽  
Mona Jami Pour ◽  
Hossein Moeini
Keyword(s):  
Social Media ◽  
Knowledge Management ◽  
Customer Relationships ◽  
Information And Communications Technology ◽  
Group Method ◽  
Customer Knowledge ◽  
Content Type ◽  
Customer Knowledge Management ◽  
Expert Interview ◽  
The Social

Purpose Nowadays, the recent advances in information and communications technology and the advent of Web 2.0 technology have resulted in the increasing popularity of social media and provided enterprises and companies with new horizons in establishing an effective significant relationship with clients. Despite the recognized importance of social media in knowledge management (KM) and customer relationships, there is not any research to identify social media capabilities related to customer knowledge management (CKM). Therefore, the purpose of this study is to recognize the social media capabilities related to CKM effectively. Design/methodology/approach To obtain research objectives, literature review, focus group method and expert interview were applied to identify and categorize social media capabilities. Analytical hierarchy process (AHP) also used to prioritize capabilities important. Findings The results indicate social media capabilities such as conversation capability, sharing capability, groups/community capability, relationship capability, speed and ease of access for the public are the main capabilities related to exploit customer knowledge and manage it successfully. Research limitations/implications The results highlight the different social media capabilities for CKM approach which will enhance customer insight and personalized services. Because of the newness of CKM and social media implementation in Iranian firms, empirical study was not conducted for a better understanding of their business value. Originality/value The main innovation of this study is identifying the social media capabilities related to CKM and prioritizing them which allow managers to select the most appropriate social media tools based on these results.

Analyzing Big Data through the lens of customer knowledge management

Kybernetes ◽  
2018 ◽  
Vol 47 (7) ◽  
pp. 1348-1362 ◽  
Author(s):  
Pasquale Del Vecchio ◽  
Giustina Secundo ◽  
Giuseppina Passiante
Keyword(s):  
Big Data ◽  
Knowledge Management ◽  
Tourism Industry ◽  
Three Dimensions ◽  
Huge Amount ◽  
Customer Knowledge ◽  
Content Type ◽  
Customer Knowledge Management ◽  
Tourism Destinations ◽  
Knowledge Intensive

Purpose This paper aims to demonstrate how customer knowledge management (CKM) can opportunely support the process of value creation from Big Data. Focusing on tourism as a knowledge-intensive industry, the paper tries to contribute to the debate on management of Big Data by proposing CKM as a meaningful approach for transforming the huge amount of data available on social networks into valuable assets for competitiveness of tourism destinations. Design/methodology/approach The paper adopts a qualitative research methodology based on multiple exploratory case studies identified in a set of digital local events related to the Apulia destination (southern Italy). Findings Research findings demonstrate that the three dimensions of CKM (knowledge for, from and about customers) could be adopted as lens for analyzing the huge amount of data created for, from and about tourist experiences and for transforming them into valuable assets supporting the competitiveness of tourism destinations. Research limitations/implications Limitations are related to the industry and the regional dimension of the sample. Accordingly, more research is necessary to prove the validity of the approach and to assure its larger replicability. Practical implications Implications for the agenda of organizations and destinations’ makers for designing and implementing knowledge-based services and products arise. Originality/value Elements of originality reside into the adoption of CKM as framework to analyze Big Data in the tourism industry.

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

2020 ◽  
Vol 25 (5) ◽  
pp. 1336-1361
Author(s):  
Emerson Cleister Lima Muniz ◽  
Gertrudes Aparecida Dandolini ◽  
Alexandre Augusto Biz ◽  
Alessandro Costa Ribeiro
Keyword(s):  
Knowledge Management ◽  
Design Science ◽  
Science Research ◽  
Structured Interviews ◽  
Customer Knowledge ◽  
Content Type ◽  
Customer Knowledge Management ◽  
Tourist Experience ◽  
Tourism Destinations ◽  
Smart Tourism

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.

Knowledge from customer, for customer or about customer: which triggers innovation capability the most?

2018 ◽  
Vol 22 (1) ◽  
pp. 162-182 ◽  
Author(s):  
Seyedeh Khadijeh Taghizadeh ◽  
Syed Abidur Rahman ◽  
Md. Mosharref Hossain
Keyword(s):  
Knowledge Management ◽  
Market Performance ◽  
Two Dimensions ◽  
Three Dimensions ◽  
Innovation Capability ◽  
Service Market ◽  
Customer Knowledge ◽  
Content Type ◽  
Customer Knowledge Management ◽  
Management Knowledge

Purpose This paper examines the influence of three dimensions of customer knowledge management – knowledge from customer, knowledge for customer and knowledge about customer – on innovation capabilities (speed and quality) and new service market performance. Design/methodology/approach The model links three dimensions of customer knowledge management to two dimensions of innovation capabilities. Further, the model links two dimensions of innovation capabilities to new service market performance. Analysis was conducted through structural equation modelling using SmartPLS software, using data from 253 managers representing 26 banks in Bangladesh. Findings The findings of this study show that knowledge from customer and knowledge for customer are the most influential predictors of new service market performance. Of the three dimensions of customer knowledge management, knowledge from customer turns out to be the strongest predictor of innovation quality and speed. Innovation quality has a greater impact on new service market performance than innovation speed. Innovation capability (quality and speed) plays a mediating role in this study. Practical implications Managing knowledge from, for and about customer should be systematically considered as a synergy approach to firms’ processes and activities to co-create value with customers. In particular, managers should put more emphasis on knowledge from and for customer to enhance innovation capacity and achieve success in the development of a new service. Originality/value This paper empirically supports the significant influence of knowledge from, for and about customer on innovation capabilities (quality and speed) and new service market performance. While the results provide guidance for researchers and practitioners, it also adds value to innovation-related research.

The impact of customer knowledge management, TQM and marketing capabilities on product innovation performance of Malaysian SMEs: an empirical study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Maha Mohammed Yusr ◽  
Sany Sanuri Mohd Mokhtar ◽  
Selvan Perumal ◽  
Maruf Gbadebo Salimon
Keyword(s):  
Knowledge Management ◽  
Product Innovation ◽  
Small And Medium Enterprises ◽  
Innovation Performance ◽  
Marketing Capabilities ◽  
Total Quality ◽  
Customer Knowledge ◽  
Content Type ◽  
Customer Knowledge Management ◽  
The Impact

Purpose Several strategies and processes can help companies to enhance the success rate of new products. This study aims to identify a few strategies for that purpose represented by total quality management (TQM) practices, building knowledge and capabilities. Moreover, the current paper discusses the role of applying TQM practices and customer knowledge management in developing the marketing capabilities of the organizations. Design/methodology/approach This study is a quantitative approach where the data collected from 141 manufacturing small and medium enterprises operating in Malaysia and partial least squares technique was used to test the hypotheses. Findings The findings of this study highly support all the proposed hypotheses and establish marketing capabilities as a facilitator in the relationship between TQM practices, customer knowledge management and product innovation performance. However, customer knowledge management and TQM were found not to have an impact on product innovation performance. Originality/value The introduced model contributes to enhancing the understanding of the impact of customer knowledge on the success of product innovation performance. The model further includes TQM as a process that helps the organization get customer satisfaction information. The incorporation of these two processes will support the organization’s capabilities in the innovation field.

Turning responsible purchasing and supply into supply chain responsiveness

2019 ◽  
Vol 119 (9) ◽  
pp. 1988-2005
Author(s):  
Jie Yang ◽  
Hongming Xie ◽  
Guangsheng Yu ◽  
Mingyu Liu
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Process Efficiency ◽  
Innovation Capability ◽  
Quality Performance ◽  
Customer Knowledge ◽  
Content Type ◽  
Customer Knowledge Management ◽  
Management Capability ◽  
Knowledge Management Capability

Purpose The purpose of this paper is to investigate whether responsible purchasing (relational commitment and supplier evaluation) and responsible supply (supplier firm information sharing and supplier performance) affect the two factors of supply chain responsiveness including process efficiency and customer knowledge management capability, which, in turn, affect other three factors of supply chain responsiveness, such as dyadic quality performance, innovation capability and buyer‒supplier relationship improvement. Design/methodology/approach This study used questionnaire survey and statistical analytical methods. Employing path analysis, this study tested hypothesized relationships using data collected from manufacturers. Findings The findings of this study support the theorized links. Responsible purchasing and supply enhance supply chain responsiveness, which is reflected through process efficiency, customer knowledge management capability, dyadic quality performance, innovation capability and buyer‒supplier relationship improvement. Originality/value Grounded in the goal interdependence theory, this study investigates the effects of responsible purchasing and supply on supply chain responsiveness in the context of Chinese manufacturers. This study offers managerial implications and theoretical contribution.

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