Um die anderen Arten von Veröffentlichungen zu diesem Thema anzuzeigen, folgen Sie diesem Link: Customer knowledge capability.
Zeitschriftenartikel zum Thema „Customer knowledge capability“
Geben Sie eine Quelle nach APA, MLA, Chicago, Harvard und anderen Zitierweisen an
Machen Sie sich mit Top-50 Zeitschriftenartikel für die Forschung zum Thema "Customer knowledge capability" bekannt.
Neben jedem Werk im Literaturverzeichnis ist die Option "Zur Bibliographie hinzufügen" verfügbar. Nutzen Sie sie, wird Ihre bibliographische Angabe des gewählten Werkes nach der nötigen Zitierweise (APA, MLA, Harvard, Chicago, Vancouver usw.) automatisch gestaltet.
Sie können auch den vollen Text der wissenschaftlichen Publikation im PDF-Format herunterladen und eine Online-Annotation der Arbeit lesen, wenn die relevanten Parameter in den Metadaten verfügbar sind.
Sehen Sie die Zeitschriftenartikel für verschiedene Spezialgebieten durch und erstellen Sie Ihre Bibliographie auf korrekte Weise.
1
Reza Zahedi, Mohammad, und Shayan Naghdi Khanachah. „The impact of customer assisted knowledge production capacity on customer capital in a knowledge-based center“. Annals of Management and Organization Research 1, Nr. 2 (03.12.2020): 107–21. http://dx.doi.org/10.35912/amor.v1i2.314.
Der volle Inhalt der QuelleAnnotation:
Purpose: The purpose of this research is to investigate the impact of customer-assisted knowledge production capacity on customer capital. Research methodology: The statistical population of the study consisted of 70 managers, researchers and experts of a scientific center and the statistical sample was counted and estimated 70 persons. The research instrument of the researcher-made questionnaire consists of six dimensions: ability to identify customer needs, create and manage a customer information system, customer loyalty, market share, customer service capability and target customer identification. The validity of the questionnaire was estimated 0.94%. Results: The results show that the impact of customer knowledge production capacity on all dimensions of customer capital is significant. Also, most influential among customer capital factors is customer service capability. Finally, by confirming the research hypotheses, suggestions were made based on the results of the research to improve the client's capital of the statistical society. Limitation: This research only described Knowledge Based Center. Contribution: Organizations realized that relying on existing knowledge alone was not enough to compete in a competitive environment, and went beyond the boundaries of their organization to acquire knowledge. Organizations considered customers as a very useful and knowledgeable resource, and activities should be done to interact with customers in leading organizations. Keywords: Customer assisted knowledge production capacity, Customer capital, Intellectual capital, Knowledge management
2
Storey, Chris, und Christine Larbig. „Absorbing Customer Knowledge“. Journal of Service Research 21, Nr. 1 (22.06.2017): 101–18. http://dx.doi.org/10.1177/1094670517712613.
Der volle Inhalt der QuelleAnnotation:
Customers are a knowledge resource outside of the firm that can be utilized for new service success by involving them in the design process. However, existing research on the impact of customer involvement (CI) is inconclusive. Knowledge about customers’ needs and on how best to serve these needs (articulated in the service concept) is best obtained from customers themselves. However, codesign runs the risk of losing control of the service concept. This research argues that of the processes of external knowledge, acquisition (via CI), customer knowledge assimilation, and concept transformation form a capability that enables the firm to exploit customer knowledge in the form of a successful new service. Data from a survey of 126 new service projects show that the impact of CI on new service success is fully mediated by customer knowledge assimilation (the deep understanding of customers’ latent needs) and concept transformation (the modification of the service concept due to customer insights). However, its impact is more nuanced. CI exhibits an “∩”-shaped relationship with transformation, indicating there is a limit to the beneficial effect of CI. Its relationship with assimilation is “U” shaped, suggesting a problem with cognitive inertia where initial learnings are ignored. Customer knowledge assimilation directly impacts success, while concept transformation only helps success in the presence of resource slack. An evolving new service design is only beneficial if the firm has the flexibility to adapt to change.
3
Eslami, Mohammad H., und Nicolette Lakemond. „Knowledge integration with customers in collaborative product development projects“. Journal of Business & Industrial Marketing 31, Nr. 7 (01.08.2016): 889–900. http://dx.doi.org/10.1108/jbim-05-2014-0099.
Der volle Inhalt der QuelleAnnotation:
Purpose This paper aims to address 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/approach This 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. Findings The 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/implications The 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 implications The 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/value This 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.
4
Nuruzzaman, N., und Deeksha Singh. „Exchange characteristics, capability upgrading and innovation performance: evidence from Latin America“. Journal of Knowledge Management 23, Nr. 9 (11.11.2019): 1747–63. http://dx.doi.org/10.1108/jkm-07-2018-0447.
Der volle Inhalt der QuelleAnnotation:
Purpose This paper aims to attempt to examine the effect of firm-customer exchange characteristics, frequency and specificity, on the likelihood of the firm to generate customer-driven innovation. The authors draw from social capital theory and argue that repetitive and customer-specific exchange improves the trusts between firm and customers, which in turn ease the flows of tacit knowledge from customers to the firm. From the perspective of customer knowledge management, the authors contribute by examining the mechanism by which a firm can acquire knowledge from and about customers. The authors further argue that a firm’s ability to absorb knowledge from customers and turn them into innovation also depends on its internal capability. A firm that consistently upgrades its capacity is more likely to generate customer-driven innovation than those that do not. Also, the authors argue that the joint effect of exchange characteristics and internal capability upgrading can further increase the likelihood of customer-driven innovation. Such a joint force implies the positive moderating effect of internal capability upgrading to the relationship between exchange characteristics and customer-driven innovation. Design/methodology/approach The authors test the hypotheses on 3,000 firms from six countries in Latin America. They take advantage of the 2017 World Bank Enterprises Survey. This most recent of the survey asks questions on various types of innovation and firm-customers exchange characteristics and other firm-level variables. Findings The authors find support for our hypotheses that repeated exchange and exchanges tailored to specific customers have a positive effect on customer-driven innovation. Also, they find the support that internal capability upgrading, in the form of investment in product design, marketing and organizational development has a positive effect on customer-driven innovation. The authors also find that investment in product design positively moderates the impact of exchange characteristics on the likelihood of customer-driven innovation. Originality/value While past studies focus on strategies to acquire and manage customers’ knowledge, little has been said about how exchange attributes can encourage or discourage innovation? This question is important because various theoretical perspectives may have a different prediction on the effect of firm-customer relationship and innovation. This study attempts to bridge such theoretical tension.
5
Taghizadeh, Seyedeh Khadijeh, Syed Abidur Rahman und Md Mosharref Hossain. „Knowledge from customer, for customer or about customer: which triggers innovation capability the most?“ Journal of Knowledge Management 22, Nr. 1 (08.01.2018): 162–82. http://dx.doi.org/10.1108/jkm-12-2016-0548.
Der volle Inhalt der QuelleAnnotation:
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.
6
Weng, Rhay-Hung, und Ching-Yuan Huang. „The impact of customer knowledge capability and relational capability on new service development performance: The case of health service“. Journal of Management & Organization 18, Nr. 5 (September 2012): 608–24. http://dx.doi.org/10.1017/s1833367200000560.
Der volle Inhalt der QuelleAnnotation:
AbstractThis study intends to explore the impact of the customer knowledge integration capability, customer knowledge absorptive capability, customer knowledge creation capability, and customer relationship capability on new service development (NSD) performance for Taiwan's hospitals from customer knowledge and customer relationship perspectives. We employ the self-administered mail survey to collect research data and select self-pay medical service managers or top managers as key informants. After testing the fitness of sample representativeness, non-response error, common method variance, reliability, and validity, we adopt structure equation model to test the research model. Empirical results indicate the customer knowledge absorptive capability of a hospital is positively associated with NSD performance, and the customer knowledge integration capability of a hospital fully mediates the relationship between customer knowledge absorptive capability and NSD performance. However, customer relationship capability and customer knowledge absorptive capability both have positive influence on customer knowledge creation capability. Managerial and theoretical implications are discussed.
7
Weng, Rhay-Hung, und Ching-Yuan Huang. „The impact of customer knowledge capability and relational capability on new service development performance: The case of health service“. Journal of Management & Organization 18, Nr. 5 (September 2012): 608–24. http://dx.doi.org/10.5172/jmo.2012.18.5.608.
Der volle Inhalt der QuelleAnnotation:
AbstractThis study intends to explore the impact of the customer knowledge integration capability, customer knowledge absorptive capability, customer knowledge creation capability, and customer relationship capability on new service development (NSD) performance for Taiwan's hospitals from customer knowledge and customer relationship perspectives. We employ the self-administered mail survey to collect research data and select self-pay medical service managers or top managers as key informants. After testing the fitness of sample representativeness, non-response error, common method variance, reliability, and validity, we adopt structure equation model to test the research model. Empirical results indicate the customer knowledge absorptive capability of a hospital is positively associated with NSD performance, and the customer knowledge integration capability of a hospital fully mediates the relationship between customer knowledge absorptive capability and NSD performance. However, customer relationship capability and customer knowledge absorptive capability both have positive influence on customer knowledge creation capability. Managerial and theoretical implications are discussed.
8
Aqmala, Diana, und Elia Ardyan. „How does a salesperson improve their performance? The importance role of customer smart response capability“. Gadjah Mada International Journal of Business 21, Nr. 2 (26.08.2019): 223. http://dx.doi.org/10.22146/gamaijb.35263.
Der volle Inhalt der QuelleAnnotation:
Salesperson is a part of a company who will always meet their customers. Salesperson should have the capability to respond to customers. This research aims at proving the importance of customer smart response capability in insurance industry in Indonesia. The respondents in this research are 317 salespersons in insurance industry. This research uses structural equation modeling to process its data. The results of this research show the importance of customer smart response capability in insurance industry. This customer smart response capability can improve salesperson performance. Additionally, customer smart response capability can mediate the influence of customer sensing on the salesperson performance and can mediate the influence of sales training effectiveness on salesperson performance. This research also has some contribution, both to knowledge and managerial contributions.
9
Tseng, Shu-Mei. „Knowledge management capability, customer relationship management, and service quality“. Journal of Enterprise Information Management 29, Nr. 2 (07.03.2016): 202–21. http://dx.doi.org/10.1108/jeim-04-2014-0042.
Der volle Inhalt der QuelleAnnotation:
Purpose – Firms survive by exploiting knowledge resources to maintain customer relationships more efficiently and effectively, as well as enhance their service quality. However, whether an enterprise can effectively utilize knowledge resources determines the effectiveness of knowledge management capability (KMC). Hence, the purpose of this paper is to investigate the relationship among KMC, customer relationship management (CRM), and service quality. Design/methodology/approach – In order to explore on KMC, CRM, and service quality, the questionnaire and partial least square (PLS) techniques were used. Findings – The results indicate that KMC has a positive influence on CRM and service quality; and further, that CRM has a positive influence on service quality. This result also reveals constructive suggestions that allow firms to strengthen their KMC and CRM, as well as enhance their service quality. Research limitations/implications – This research applied a purposive sampling method and obtained a slightly inadequate number of respondents. Therefore, it is suggested that future research should apply a random sampling method to collect more responses and increase the generalizability of the findings. Practical implications – This research aims to investigate KMC, CRM, and service quality, as well as establish and verify the patterns of the aforementioned relationships based on how enterprises implement their KMC and CRM to enhance service quality. Originality/value – Although the critical factors for enhancing service quality have been identified in previous studies, few have specifically explored KMC despite the fact that it has a dramatic impact on service quality. To fill this knowledge gap, the present study employed a questionnaire and PLS techniques to explore the relationship among KMC, CRM, and service quality. Comprehending the essentials for enhancing service quality can provide useful management insights into developing effective strategies that allow enterprises to retain customers.
10
Tseng, Shu-Mei. „The effect of knowledge management capability and customer knowledge gaps on corporate performance“. Journal of Enterprise Information Management 29, Nr. 1 (08.02.2016): 51–71. http://dx.doi.org/10.1108/jeim-03-2015-0021.
Der volle Inhalt der QuelleAnnotation:
Purpose – The purpose of this paper is to explore the influence of knowledge management capability (KMC) and customer knowledge gaps (CKG) on corporate performance, as well as proposing concrete suggestions for filling CKG and enhancing corporate performance. Design/methodology/approach – In order to explore on KMC, CKG, and corporate performance, the questionnaire and partial least square (PLS) techniques were used. Findings – The results showed that KMC is the major factor for enhancing corporate performance, and suggested CKG to be a significant intervening factor between KMC and corporate performance. Research limitations/implications – This research applied a purposive sampling method and obtained a slightly inadequate number of respondents. Therefore, it is suggested that future research should apply a random sampling method to collect more responses and increase the generalizability of the findings. Practical implications – Firms should apply their KMC to gather knowledge for, from and about customers to decrease CKG and enhance their relationship with customers as well as improve corporate performance. Originality/value – Developing a method by which to apply KMC in order to bridge CKG and to enhance corporate performance has become a significant issue. However, a holistic picture among KMC, CKG, and corporate performance has yet to emerge. This study thus applies a questionnaire survey method to explore the influence of KMC and CKG on corporate performance. Based on the results, specific recommendations are provided for enterprises planning to enhance their corporate performance in the future.
11
Bagus Nyoman Udayana, Ida, und Naili Farida. „THE FACTORS WHICH INFLUENCE THE RELATIONSHIP BETWEEN A NETWORK’S SYNERGIZING CAPABILITY AND THE INCREASE IN A SALESPERSON’S PERFORMANCE“. Journal of Indonesian Economy and Business 34, Nr. 2 (16.12.2019): 131. http://dx.doi.org/10.22146/jieb.29221.
Der volle Inhalt der QuelleAnnotation:
Introduction: This research aims to explore the concept of customer networks in the context of sales. A research model is proposed to explain how a salesperson’s performance is increased by synergizing the network. Background Problems: There are inconsistent research findings on the relationship between adaptive selling and salespeople’s performance. The proposed research question is whether adaptive selling has an effect on a salesperson’s performance through his/her customer networking capability or not? Novelty: the novelty of this research is the analysis of the capabilities of customer networking, based on information sharing, promotion sharing, and knowledge sharing. Research Methods: This research involved 266 salespeople from the soft drinks’ industry. The hypotheses were tested using structural equation modeling. Findings: The results of the study show that adaptive selling is able to increase a salesperson’s performance through their customer networking capability. The customer’s order quality, adaptive selling and communication quality have significant positive effects on the capability of the customer network. Furthermore, the customer’s order quality, retention, and communication quality have significant positive impacts on the salesperson’s performance. The variable which has the most influence on the increase in the salesperson’s performance is communication quality. Conclusion: This study concludes that the ability of the customer networking capability to link between adaptive selling and the salesperson’s performance is real. Additionally, the quality of the customer’s orders, retention and the quality of their communications give significant positive effects to a salesperson’s performance. Therefore, companies should pay special attention to the salespeople who perform best, particularly those who can broaden new networking customers.
12
Taherparvar, Nastaran, Reza Esmaeilpour und Mohammad Dostar. „Customer knowledge management, innovation capability and business performance: a case study of the banking industry“. Journal of Knowledge Management 18, Nr. 3 (06.05.2014): 591–610. http://dx.doi.org/10.1108/jkm-11-2013-0446.
Der volle Inhalt der QuelleAnnotation:
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.
13
Belkahla, Wafa, und Abdelfattah Triki. „Customer knowledge enabled innovation capability: proposing a measurement scale“. Journal of Knowledge Management 15, Nr. 4 (19.07.2011): 648–74. http://dx.doi.org/10.1108/13673271111152009.
Der volle Inhalt der Quelle
14
Menguc, Bulent, Seigyoung Auh und Aypar Uslu. „Customer knowledge creation capability and performance in sales teams“. Journal of the Academy of Marketing Science 41, Nr. 1 (10.03.2012): 19–39. http://dx.doi.org/10.1007/s11747-012-0303-8.
Der volle Inhalt der Quelle
15
Nguyen, Hung, und Norma Harrison. „Leveraging customer knowledge to enhance process innovation“. Business Process Management Journal 25, Nr. 2 (01.04.2019): 307–22. http://dx.doi.org/10.1108/bpmj-03-2017-0076.
Der volle Inhalt der QuelleAnnotation:
PurposeNowadays, companies compete and win based on the capabilities they can leverage across their supply chains. With unpredictable and turbulent business environment, supply chains are seeking to customer knowledge as sources of competitive advantage. The purpose of this paper is to empirically test a conceptual framework to investigate the roles of customer leverage (CL) on process innovation and the relationships to performance.Design/methodology/approachDrawing upon the knowledge-based view, this study argues that CL is the sources of firms’ process innovation. This study also posits that process innovation mediates the relationship between CL and performance based on transaction cost economics. This empirical study employed 650 manufacturers across different regions.FindingsThis study showed that strong association exists between a manufacturing firm’s CL capability and its process innovation and performances. Process innovation play critical mediating roles in absorbing and transforming customer knowledge in supply chains. In a more dynamic market, CL strengthens the positive impacts on process innovation.Research limitations/implicationsThis study further highlights the need to emphasize both strategic and CL capability in dynamic environments as these may be needed to enable the firm to seize market niches that may open up in such environments. Similarly, managers should emphasize CL capability and process changes in competitive environments as they are more difficult to imitate from competitors in regards of new product or services.Practical implicationsThese results extend the limited existing research on global manufacturing context that the customer knowledge are effective sources for increasing innovative processes. The higher the market turbulence, the stronger the pressures for CL demanded by process innovation. The findings also confirm that process innovation plays a mediating role in absorbing and transforming customer knowledge in improving costs and financial measures. This is an important result that highlights the mechanism by which customer knowledge can influence a firm’s bottom line.Originality/valueThis study examined the linkages between a marketing concept and operations and supply chain management.
16
Kargaran, Sanaz, Mona Jami Pour und Hossein Moeini. „Successful customer knowledge management implementation through social media capabilities“. VINE Journal of Information and Knowledge Management Systems 47, Nr. 3 (14.08.2017): 353–71. http://dx.doi.org/10.1108/vjikms-11-2016-0066.
Der volle Inhalt der QuelleAnnotation:
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.
17
Jayachandran, Satish, Kelly Hewett und Peter Kaufman. „Customer Response Capability in a Sense-and-Respond Era: The Role of Customer Knowledge Process“. Journal of the Academy of Marketing Science 32, Nr. 3 (01.07.2004): 219–33. http://dx.doi.org/10.1177/0092070304263334.
Der volle Inhalt der Quelle
18
Martelo-Landroguez, Silvia, und David Martin-Ruiz. „Managing knowledge to create customer service value“. Journal of Service Theory and Practice 26, Nr. 4 (11.07.2016): 471–96. http://dx.doi.org/10.1108/jstp-06-2014-0137.
Der volle Inhalt der QuelleAnnotation:
Purpose – The purpose of this paper is to contribute to the services management literature by identifying a sequence of the different processes of knowledge management (KM) to create customer service value. Design/methodology/approach – The context for the research hypotheses is the Spanish banking industry. The authors conducted a study including 76 banks and 1,832 customers of these banks. This paper uses the partial least squares method to conduct the data analysis. Findings – The authors find support for all the hypotheses proposed in the model. The results show that service firms that are able to apply more knowledge or apply knowledge more effectively are likely to generate more benefits for their customers, and/or reduce their sacrifices, contributing significantly to a higher perception of service value. Research limitations/implications – The study focusses on one particular industry in a single point in time. A longitudinal analysis of a variety of service industries would enrich the study. Practical implications – It is argued that KM constitutes a key capability for service firms for the delivery of service value. According to the research, if service firms want to improve the application of knowledge, it is important to focus on knowledge retention while they create new knowledge. Originality/value – Although a considerable amount of research has been carried out in the fields of KM and customer value, there has been less research that has taken both into consideration simultaneously. This paper addresses this gap in the literature.
19
Karim, Rashed Al, und Wardha Habiba. „How CRM Components Impact Customer Loyalty: A Case from Bangladesh Banking Industry“. Journal of Management Info 7, Nr. 2 (06.07.2020): 43–61. http://dx.doi.org/10.31580/jmi.v7i2.1165.
Der volle Inhalt der QuelleAnnotation:
The purpose of this study is to determine the impact of customer relationship management (CRM) components on customer loyalty of a firm. The three components of CRM in this study are customer knowledge, customer orientation, and technology capability. A structured questionnaire with a 5-point Likert scale was used to gather the data by conducting a survey. The sample size is 200 and chosen on a convenient basis. Indicators were generated based on the literature review. Data were analyzed by using PLS 3.0 software. The key finding is that customer loyalty is negatively impacted by the CRM component, customer knowledge. On the other hand, the impacts of customer orientation and technology capability on customer loyalty have been found to be significant and profound. This study adds to the existing pool of knowledge on CRM components and customer loyalty from the perspective of the Bangladesh banking sector. The findings may facilitate bank officials and can be used as a strategic instrument for cultivating customer loyalty in the Bangladesh context.
20
Li, Min, Zhiqiang Wang und Xiande Zhao. „The role of indigenous technological capability and interpersonal trust in supply chain learning“. Industrial Management & Data Systems 118, Nr. 5 (11.06.2018): 1052–70. http://dx.doi.org/10.1108/imds-08-2017-0350.
Der volle Inhalt der QuelleAnnotation:
Purpose The purpose of this paper is to investigate the effects of indigenous technological capability and interpersonal trust on product innovation through supply-chain learning under a dynamic environment. Design/methodology/approach The proposed model is tested with a sample of 300 manufacturers in China. Findings The results show that the learning from customers partially mediates the relationship between indigenous technological capability and product innovation, as well as between interpersonal trust with customers and product innovation. In addition, the influence of indigenous technological capability on learning from customers is weakened under a dynamic environment as well as the influence of learning from customers on product innovation. Originality/value This study illustrates the comparative roles of indigenous technological capability and interpersonal trust in learning customer knowledge and promoting innovation. It also enriches the innovation research by understanding the learning roles of indigenous technological capability and interpersonal trust under a dynamic environment.
21
Jayaram, Jayanth, und Kefeng Xu. „Determinants of quality and efficiency performance in service operations“. International Journal of Operations & Production Management 36, Nr. 3 (07.03.2016): 265–85. http://dx.doi.org/10.1108/ijopm-03-2014-0122.
Der volle Inhalt der QuelleAnnotation:
Purpose – Using arguments from the knowledge-based view and resource-based view of the firm, the purpose of this paper is to propose that external knowledge (as measured by a firm’s customer orientation) and internal knowledge management (through human capital development techniques of job-related training and enhancing employee capability) together contribute to successful service delivery systems. Design/methodology/approach – The hypothesized model is tested on a large sample of 249 Chinese service firms using structural equation modeling and hierarchical regression analyses. Findings – The results indicate that the knowledge management factors of customer orientation, employee capability and job-related training had a varying influence on quality and efficiency dimensions of service system performance. Also, internal knowledge facets of employee capability and job-related training had complementary effects in inducing improved performance on both quality and efficiency. Research limitations/implications – The focus on the key enablers of customer orientation, employee capability and job-related training does not represent a comprehensive set of enablers of service system performance outcomes. Also, a longitudinal examination of capabilities that influence service system performance can also be explored. Originality/value – The context of service firms in multiple sectors serves as an important contribution to the emerging literature that bridges human resource management and customer orientation in service settings. Implications of the results for practice and theory development are discussed.
22
Praharjo, Ardik, und Kardina Yudha Parwati. „The Role of Customer Knowledge Management on The SMEs Business Performance“. Jurnal Manajemen Teori dan Terapan| Journal of Theory and Applied Management 14, Nr. 1 (26.04.2021): 34. http://dx.doi.org/10.20473/jmtt.v14i1.24275.
Der volle Inhalt der QuelleAnnotation:
This study examines Customer Knowledge Management (CKM) on innovation capability and business performance in Micro, Small, and Medium Enterprises (UMKM) in Malang. CKM emerged as an important dan effective system to improve innovation capabilities and company performance. However, the role of CKM in innovation and company performance is not recognized well by the company. The research method used is a quantitative explanatory approach. Data collection was collected through a questionnaire distributed to owners or managers of small dan medium industries, especially in the culinary sector, the variety of processed chips, which is the main domain of UMKM Malang City. The data analysis technique used is Partial Least Square (PLS). This study shows that customer knowledge management has a significant effect on innovation capability dan business performance.
23
THEILMANN, CLAUDIA, und MARTIN HUKAUF. „CUSTOMER INTEGRATION IN MASS CUSTOMISATION: A KEY TO CORPORATE SUCCESS“. International Journal of Innovation Management 18, Nr. 03 (19.05.2014): 1440002. http://dx.doi.org/10.1142/s1363919614400027.
Der volle Inhalt der QuelleAnnotation:
The integration of customers in the process of mutual value addition (co-design process) is one of the most important aspects of mass customisation (MC). Their role as co-designers, enables customers to directly influence the development and configuration of their products. However, the necessary interaction with the provider during product development requires sufficient knowledge and expertise from customers. Customer integration capability (CIC) describes the skills a mass customiser's customers need to collaborate in interactive value adding processes in order to co-design them smoothly, effectively and to their own satisfaction. Taking these ideas into consideration, this paper analyses CIC and dependencies with other aspects of corporate value added in a causal model. The idea underlying this study is that, apart from classic tools of customer relationship management, mass customisers in particular have to foster CIC by systematic actions in order to remain internationally competitive in the long term.
24
Belkahla Hakimi, Wafa, Abdelfattah Triki und Samiha Mjahed Hammami. „Developing a customer knowledge-based measure for innovation management“. European Journal of Innovation Management 17, Nr. 3 (05.08.2014): 349–74. http://dx.doi.org/10.1108/ejim-02-2013-0019.
Der volle Inhalt der QuelleAnnotation:
Purpose – The purpose of this paper is to introduce the concept of customer knowledge-enabled innovation (CKEI) and suggests a scale for its eventual measurement. The process of the scale development is presented in detail following the Churchill (1979) paradigm. CKEI is defined as the capacity of the organization to introduce new products and services on the basis of effective management of customer knowledge. It reflects the degree to which the company is endowed with the expertise of managing properly customer knowledge in order to enhance innovation. Design/methodology/approach – The CKEI raw scale is mainly composed of 57 items. In an effort to purify the scale measurement, test and validate its psychometric specificities, two surveys were administrated among two independent samples. Respondents were new product managers or marketing managers. One manager per firm was interviewed. The convenience sampling method was applied. Findings – The CKEI scale has been intended to be uni-dimensional. It encompasses three main facets: the integrative capacity of the firm, the structural capacity and the internal management capacity. The developed scale is valid and highly reliable (composite reliability=0.90; variance extracted=0.5). After exploratory factor analysis and confirmatory factor analysis, a pool of ten items was retained for the eventual measurement of the CKEI scale. Research limitations/implications – CKEI has been tested in a Tunisian context; continued refinement of the proposed CKEI scale is, undoubtedly, possible and even desired, based on further research in other business environments. Such refinements and modifications could necessitate the inclusion of new items, or the deletion of original ones. In some cases, the hypothesized factor structure may need modifications. To keep abreast with the ever-changing business environment, the paper strongly urged to incorporate these relevant aspects in the scale into the future research, so that a valid measure of CKEI can be ensured on an ongoing basis. Practical implications – The scale is offered to provide managers with a practical tool for the evaluation of their forces and weaknesses in managing customer knowledge in organizations. It is considered as a barometer allowing them to adjust and to modify continually their innovation strategies focusing on the intellectual capital management. Originality/value – CKEI is a new concept that is introduced in this research as a knowledge-based capability which helps companies to sustain competitive advantage. The relevance of the CKEI is that it is considered as a dynamic capability integrating both innovation and customer knowledge management theories.
25
Raja, Hifsa Hussain, Fozia Mehboob, Dr Raza Naqvia, Aqsa Hussain Raja und Samavia Hussain Raja. „Impact of Customer Awareness and Buying Behavior on Sustainability Capability of Nestle SSCM“. Journal of Intelligent Systems and Computing 2, Nr. 1 (31.03.2021): 6–11. http://dx.doi.org/10.51682/jiscom.00201002.2021.
Der volle Inhalt der QuelleAnnotation:
Firm sustainability has been becoming increasingly significant for firms and has been considered as the main constituent of the social contract between society and business. We specifically chose Nestlé food and beverages and define sustainable development as a means to increase global access to nutritious food so that future generations will be able to contribute to sustainable social and economic stability and climate security. Our core business approach is to create long-term sustainable equity across Nestlé's 135-year existence for our customers, buyers, workers, shareholders, and the world as a whole. The Nestlé Values of the group say openly that we support long-term market growth in the short term. We urge managers not to do so at the risk of efficient, long-term growth while pledging ourselves to safe profits. Awareness of the consumers is important for improving the company's sustainable environmental development and supply chain management. To evaluate the role of client understanding in a sustainable supply chain we would like to examine the specific connection between consumer knowledge and their durability in the sustained management of the supply chain. In addition, the effect of customers on the viability of the supply chain processes in Nestle is strengthening. A computational model is proposed to test the importance and influence of customer awareness. It is necessary to increase knowledge about how sustainable supply chain management operates to boost organizations’ capacity to create a social and environmental difference in supply chains. We use SPSS software for data analysis and P-test, F-test, and T-test for analysis.
26
Cao, Guangming, und Na Tian. „Enhancing customer-linking marketing capabilities using marketing analytics“. Journal of Business & Industrial Marketing 35, Nr. 7 (25.03.2020): 1289–99. http://dx.doi.org/10.1108/jbim-09-2019-0407.
Der volle Inhalt der QuelleAnnotation:
Purpose Evidence in the literature has indicated that customer-linking marketing capabilities such as customer relationship management (CRM) and brand management are important drivers of marketing performance and that marketing analytics use (MAU) enables firms to gain valuable knowledge and insights for improving firm performance. However, there has been little focus on how firms improve their CRM and brand management via MAU. This study aims to draw on the absorptive capacity theory, research on marketing capabilities and marketing analytics to examine the capability-developing mechanisms that enable a firm to use marketing analytics to enhance its CRM and brand management capabilities, thereby improving its marketing performance. Design/methodology/approach A research model is developed and tested based on an analysis of 289 responses collected using an online survey from middle and senior managers of Chinese firms with sufficient knowledge and experience in using marketing analytics for survey participation. Findings The findings demonstrate that MAU is positively related to both CRM and brand management capabilities, which in turn are positively associated with marketing performance; and that both CRM and brand management capabilities mediate the relationship between MAU and marketing performance. Research limitations/implications The study’s outcomes were based on data collected from a survey, which was distributed using mass e-mails. Thus, the study is unable to provide a meaningful response rate. The research results are based on and limited to Chinese firms. Practical implications MAU is essential for enhancing customer-linking marketing capabilities such as CRM and brand management, but it alone is not sufficient to improve marketing performance. Firms wishing to improve marketing performance should leverage the knowledge and insights gained from MAU to enhance their critical customer-linking marketing capabilities. Originality/value This study explicates the capability-developing mechanisms through which a firm can use its market-sensing capability as manifested by MAU to enhance customer-linking marketing capabilities and to improve its marketing performance. In so doing, this study extends our understanding of the critical role of absorptive capacity in helping firms identify, assimilate, transform and apply valuable external knowledge.
27
Yang, Jie, Hongming Xie, Guangsheng Yu und Mingyu Liu. „Turning responsible purchasing and supply into supply chain responsiveness“. Industrial Management & Data Systems 119, Nr. 9 (21.10.2019): 1988–2005. http://dx.doi.org/10.1108/imds-01-2019-0029.
Der volle Inhalt der QuelleAnnotation:
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.
28
Lee, Ming Way, und Chin Yu Tsai. „Constructing influential customer relationships in website innovation: social embeddedness and knowledge management capability considerations“. International Journal of Innovation and Learning 4, Nr. 1 (2007): 92. http://dx.doi.org/10.1504/ijil.2007.011477.
Der volle Inhalt der Quelle
29
Lee, Kuo-Wei, Maria Corazon L. Lanting und Maneesap Rojdamrongratana. „Managing customer life cycle through knowledge management capability: a contextual role of information technology“. Total Quality Management & Business Excellence 28, Nr. 13-14 (29.02.2016): 1559–83. http://dx.doi.org/10.1080/14783363.2016.1150779.
Der volle Inhalt der Quelle
30
Wang, Zhimin, Kwek Choon Ling und HongGui Li. „The Impact of Knowledge Sharing on the Relationship Between Market Orientation and Service Innovation“. International Journal of Knowledge Management 17, Nr. 2 (April 2021): 130–54. http://dx.doi.org/10.4018/ijkm.2021040106.
Der volle Inhalt der QuelleAnnotation:
Few studies have been conducted on how each element of market orientation contributes to service innovation through different types of knowledge sharing. Drawing on the dynamic capability perceptive and synergy approach, this study examines the effects of knowledge donation and knowledge collection on service innovation and the effects of customer orientation, competitor orientation, and inter-functional cooperation on service innovation through knowledge donation and knowledge collection. This study collected a total of 258 valid questionnaires randomly from different Malaysian motorcycles companies. The empirical (PLS-SEM) findings indicate that customer orientation, competitor orientation, and inter-functional coordination are positively related to service innovation. The findings show that knowledge donation and knowledge collection are significantly related to service innovation. Interestingly, the effects of customer orientation, competitor orientation, and inter-functional coordination on service innovation are fully mediated by knowledge donation and knowledge collection, respectively.
31
Meiranto, Wahyu, Elen Puspitasari und Irna Maya Sari. „Pengelolaan Knwoledge Management Capability Dalam Memediasi Dukungan Information Technology Relatedness Terhadap Kinerja Perusahaan: Pendekatan Reflective Second Order Factor“. AKRUAL: Jurnal Akuntansi 3, Nr. 2 (04.04.2012): 115. http://dx.doi.org/10.26740/jaj.v3n2.p115-129.
Der volle Inhalt der QuelleAnnotation:
Abstracthe aim of this research is to observe the influence of information technology complementarities and support of information technology knowledge to corporate performance. Complementarities of information technology are Infrastructure IT, making process IT, Human resources IT and Vendor management IT; and management knowledge are Product, Customer and managerial. The sample’s number of this research are 42 head managers of Main Bank office in Semarang. The research uses questioner method. Data analyzing of this research is full mode Structural Equation Modeling (SEM), evaluated by smartPLS tools by using reflective second order factor approach. The result of this research, aligned with hypothesis that complementarities of four information technology Relatedness Factors, give positive influence to inter unit Knowledge Management Capabilitiy, complementarities of knowledge Management Capabilitiy gives positive influence to corporate performance, Complementarities Information Technology Relatedness directly influence to company performance and information technology relatedness indirectly influence to corporate performance, being mediated by knowledge management capability
32
Agostini, Lara, Anna Nosella und Benedetta Soranzo. „Measuring the impact of relational capital on customer performance in the SME B2B sector“. Business Process Management Journal 23, Nr. 6 (06.11.2017): 1144–66. http://dx.doi.org/10.1108/bpmj-10-2016-0205.
Der volle Inhalt der QuelleAnnotation:
Purpose The purpose of this paper is to investigate the influence that different components of relational capital (marketing capability, open innovation with business and scientific partners, technological reputation, brand) have on customer performance (CP). Moreover, the moderating effect of absorptive capacity on such relationships is tested. Design/methodology/approach First, the direct relationship between the different components of relational capital and CP is analyzed through a linear regression model. Then, to test the moderating effect, two distinct regression analyses are conducted into two sub-samples, defined according to the level of absorptive capacity. The authors carried out these analyses on a sample of 150 small- and medium-sized enterprises (SMEs) in the medium- and high-tech B2B context. Findings Results of this study prove that CP is enhanced through firm marketing capability, open innovation with business partners and technological reputation, while brand and open innovation with scientific partner do not have an association with CP. In particular, the impact of marketing capability and open innovation with business actors on CP is greater for firms with higher absorptive capacity. Research limitations/implications This paper, highlighting the relevance of relational capital and absorptive capacity in improving CP, enhances our knowledge about the factors that help to strengthen the relationships with customers, which is an under-investigated issue especially for SMEs competing in B2B industries, and extends our knowledge on open innovation practices. Practical implications Findings of this paper suggest that, to achieve better CP, managers should pay special attention to nurturing their marketing capability and high-quality relationships with external actors and invest in absorptive capacity to enhance the positive effect of such linkages. Originality/value This work, combining the external perspective of relational capital and the internal organizational dimension of absorptive capacity, provides valuable insights about the knowledge and resource mix that firms might rely on to achieve better customer satisfaction and loyalty.
33
Prasetijo, Ristiyanti Harsono, Sony Heru Priyanto, John Joi Ihalauw und Rooskities Andadari. „DOES AN SME HOTEL ADOPT CUSTOMER ORIENTATION? (A Case Study in an SME Hotel in Solo, Central Java, Indonesia)“. Fokus Ekonomi : Jurnal Ilmiah Ekonomi 14, Nr. 1 (30.06.2019): 79–91. http://dx.doi.org/10.34152/fe.14.1.79-91.
Der volle Inhalt der QuelleAnnotation:
The adoption of customer orientation by an SME hotel trying to fight for excellence in a robust competition has drawn the writer’s interest. The research question to answer is: How the SME hotel adopts the customer orientation to respond to the competition and the changing environment. The research approach is qualitative. The informants are members of the hotel management staff having hands on managerial and supervisory responsibilities. Besides interviews, the writer conducted observation and triangulation. The result of this research shows that the hotel adopts customer orientation informally. They collect, distribute and respond to the information in line with their limited knowledge and capability in a financial constraint. A unique work culture of ‘gotong royong’ is created where efforts are aimed at responding to customers’ interest, satisfaction and value The inductive process in this research enables the writer to construct a mini theory which should be proved true by quantitative researches.
34
Sithole, Nkosinathi, Gillian Sullivan Mort und Clare D'Souza. „Financial well-being of customer-to-customer co-creation experience: a comparative qualitative focus group study of savings/credit groups“. International Journal of Bank Marketing 39, Nr. 3 (29.04.2021): 381–401. http://dx.doi.org/10.1108/ijbm-07-2020-0413.
Der volle Inhalt der QuelleAnnotation:
PurposeThis paper aims to explore the effects of the customer-to-customer co-creation experiences of savings/credit groups in the African context and how savings/credit groups influence financial capability and enhance financial well-being.Design/methodology/approachUsing purposive sampling, a study of a total of 18 focus groups was conducted in sub-Saharan Africa. Nine urban-based savings/credit groups were drawn from across South Africa and additional nine, rural-based savings/credit groups were studied in the Monduli district of Tanzania.FindingsFindings demonstrate that the African philosophy of Ubuntu, which promotes customer-to-customer interaction, is the cornerstone of the customer-to-customer co-creation experience. Ubuntu philosophical principles were found to influence the dialogue, access, risk and transparency model of co-creation and customer-dominant logic. The results show further that customer-to-customer co-creation experience positively influences the cognitive, financial, personal and social experiences of members. Specifically, it was found that cognitive and financial experiences positively influence financial satisfaction, financial self-esteem, financial self-efficacy and financial capability, all of which enhance financial well-being. In addition, personal and social experiences positively influence equality, self-confidence, entrepreneurial skills and motivation that in turn enhance social well-being.Research limitations/implicationsThis study has implications for many different stakeholders concerned with the financial inclusion of low-income consumers, particularly in the southern part of Africa.Originality/valueTo the authors’ knowledge, this is the first study to explore the effects of customer-to-customer co-creation experiences in traditional financial services settings in order to understand how these indigenous financial services influence the financial capability and financial well-being of co-creation members.
35
Akbar, Zeeshan, Jun Liu und Zahida Latif. „Discovering Knowledge by Comparing Silhouettes Using K-Means Clustering for Customer Segmentation“. International Journal of Knowledge Management 16, Nr. 3 (Juli 2020): 70–88. http://dx.doi.org/10.4018/ijkm.2020070105.
Der volle Inhalt der QuelleAnnotation:
A large amount of data is generated every day from different sources. Knowledge extraction is the discovery of some useful and potential information from data that can help to make better decisions. Today's business process requires a technique that is intelligent and has the capability to discover useful patterns in data called data mining. This research is about using silhouettes created from K-means clustering to extract knowledge. This paper implements K-means clustering technique in order to group customers into K clusters according to deals purchased in two different scenarios using evolutionary algorithm for optimization and compare silhouettes for different K values to analyze the improvement in extracted knowledge.
36
Falasca, Mauro, Jiemei Zhang, Margy Conchar und Like Li. „The impact of customer knowledge and marketing dynamic capability on innovation performance: an empirical analysis“. Journal of Business & Industrial Marketing 32, Nr. 7 (07.08.2017): 901–12. http://dx.doi.org/10.1108/jbim-12-2016-0289.
Der volle Inhalt der QuelleAnnotation:
Purpose This paper aims to explore the intermediary role of marketing dynamic capability (MDC) in the relationship between customer knowledge management (CKM) and product innovation performance (PIP). Design/methodology A conceptual model is proposed and a survey instrument is developed. The model is tested empirically in an organizational buyer/seller setting using a survey among middle and top management of firms engaged in business-to-business relationships within high-tech industries in China. Findings Results show that MDC fully mediates the relationship between CKM and PIP. Empirical findings thus demonstrate that CKM is related to improved firm PIP through the deployment of firm-specific MDCs. Research implications/limitations The study provides clarification for a unique distinction between organizational learning and dynamic capabilities. Findings suggest that knowledge creation occurs within the scope of CKM, while the analytical and perceptual processes that lead to insights and redeployment of firm resources fall under the umbrella of MDCs. Practical implications Dynamic capabilities play an essential role in transforming the firm’s knowledge resources to create new configurations in response to market needs. Hence, this study reinforces the role of marketing decision-makers with appropriate decision-making power who, in an ongoing cooperation with other functional areas, are able to adapt and redeploy resources to reflect environmental changes and implement marketing strategy decisions. Originality/value This study contributes to the literature by addressing simultaneously the relationship between CKM, MDC and PIP. Specifically, the study demonstrates the mediating influence of MDCs on the relationship between CKM and firm PIP. The study also clarifies a key distinction between organizational learning and dynamic capabilities, demonstrating that knowledge serves an antecedent role to the deployment of dynamic capabilities.
37
Sudarmaji, Eka, und Ismiriati Nasip. „Service innovation capability, that spurs internationalization in Indonesian SMEs“. International Journal of Engineering & Technology 7, Nr. 2.29 (22.05.2018): 251. http://dx.doi.org/10.14419/ijet.v7i2.29.13326.
Der volle Inhalt der QuelleAnnotation:
Many companies search and develop new innovations as pivotal activities for better approaches to fulfill the existing customer’s requirements but failed to serve the future, service innovations that produce new markets. The absorptive capacity variables utilize the new external information and new knowledge in relation to the company innovativeness into the new product, new services, new processes, and new systems for internationalization achievement. This study investigates several factors that affect the service innovation capability based on samples of 38 Indonesian SMEs. We presume that our samples previously have a potential absorptive capacity as a basis to enhance their innovation capabilities and company’s performance. We test the hypotheses on several samples of Indonesian SMEs, using multivariate OLS regression analysis and Multi Discriminant Analysis. The results indicate that the combined factors of “number sales & marketing”, “product launching” and the “customer involvement” have a significant effect on “internationalization” in as a representation of service innovation capability. By keeping these "science-push" and "demand-pull” of SMEs on innovation as a top priority, the innovation opportunity will be alive and better practice under AEC implementation.
38
Ravasan, Ahad Zare, und Taha Mansouri. „A Fuzzy ANP Based Weighted RFM Model for Customer Segmentation in Auto Insurance Sector“. International Journal of Information Systems in the Service Sector 7, Nr. 2 (April 2015): 71–86. http://dx.doi.org/10.4018/ijisss.2015040105.
Der volle Inhalt der QuelleAnnotation:
Data mining has a tremendous contribution for researchers to extract the hidden knowledge and information which have been inherited in the raw data. This study has proposed a brand new and practical fuzzy analytic network process (FANP) based weighted RFM (Recency, Frequency, Monetary value) model for application in K-means algorithm for auto insurance customers' segmentation. The developed methodology has been implemented for a private auto insurance company in Iran which classified customers into four “best”, “new”, “risky”, and “uncertain” patterns. Then, association rules among auto insurance services in two most valuable customer segments including “best” and “risky” patterns are discovered and proposed. Finally, some marketing strategies based on the research results are proposed. The authors believe the result of this paper can provide a noticeable capability to the insurer company in order to assess its customers' loyalty in marketing strategy.
39
Siahtiri, Vida. „Does cooperating with customers support the financial performance of business-to-business professional service firms?“ Journal of Service Theory and Practice 27, Nr. 3 (08.05.2017): 547–68. http://dx.doi.org/10.1108/jstp-03-2016-0053.
Der volle Inhalt der QuelleAnnotation:
Purpose The purpose of this paper is to analyze the relationship between Business-to-business professional service firms (B2B PSFs) customer cooperation capability (CCC) and its financial performance. This study explores how deep and broad expert and customer knowledge assist PSFs to enhance CCC and increase financial performance. Design/methodology/approach A multiple informant survey was designed and administered to B2B PSFs’ managers in Taiwan. Findings The results indicate that customer and expert knowledge improve PSFs’ CCC and that CCC has a positive U-shaped relationship with financial performance. Importantly, the ability to control for the efficiency of customer cooperation moderates the U-shaped relationship between CCC and financial performance by diminishing the negative effect of low levels of CCC. Originality/value The contribution of this study rests on the theory developed and empirical support disclosing the complex relationship between PSFs’ CCC and financial performance. The study further contributes to the literature by presenting different effect of deep and broad expert and customer knowledge on development of CCC. The study extends the literature by introducing control for efficiency of customer cooperation as a mechanism that has the capacity to compensate for lower levels of CCC.
40
Lee, Carmen Kar Hang, Y. K. Tse, G. T. S. Ho und K. L. Choy. „Fuzzy association rule mining for fashion product development“. Industrial Management & Data Systems 115, Nr. 2 (09.03.2015): 383–99. http://dx.doi.org/10.1108/imds-09-2014-0277.
Der volle Inhalt der QuelleAnnotation:
Purpose – The emergence of the fast fashion trend has exerted a great pressure on fashion designers who are urged to consider customers’ preferences in their designs and develop new products in an efficient manner. The purpose of this paper is to develop a fuzzy association rule mining (FARM) approach for improving the efficiency and effectiveness of new product development (NPD) in fast fashion. Design/methodology/approach – The FARM identifies the hidden relationships between product styles and customer preferences. The knowledge discovered help the fashion industry design new products which are not only fashionable, but are also saleable in the market. Findings – To evaluate the proposed approach, a case study is conducted in a Hong Kong-based fashion company in which a real-set of data are tested to generate fuzzy association rules. The results reveal that the FARM approach can provide knowledge support to the fashion industry during NPD, shorten the NPD cycle time, and increase customer satisfaction. Originality/value – Compared with traditional association rule mining, the proposed FARM approach takes the fuzziness of data into consideration and the knowledge represented in the fuzzy rules is in a more human-understandable structure. It captures the voice of the customer into fashion product development and provides a specific solution to deal with the challenges brought by fast fashion. In addition, it helps increase the innovation and technological capability of the fashion industry.
41
Tikas, Gaurav Dilip, und Akhilesh K.B. „Towards enhancing innovation capability of teams: a conceptual perspective“. Team Performance Management: An International Journal 23, Nr. 7/8 (10.10.2017): 352–63. http://dx.doi.org/10.1108/tpm-04-2016-0011.
Der volle Inhalt der QuelleAnnotation:
Purpose This conceptual paper aims to explain the unidirectional cross-level impact of five “organizational-level” factors on “team-level” innovation capability through two “team-level” mediating factors. This multivariate model consists of five organizational-level factors (higher-level) factors – leadership, culture, structure, networks and knowledge – and team-level (lower-level) factors – “innovation capability”, “team-level focus” and “team-level intensity” towards innovation. Understanding the top-down influence of higher-level factors on lower-level ones gives this study a cross-level and unidirectional nature. Design/methodology/approach A keyword-based approach was used to select “relevant” articles from major journals to collect evidences and develop a conceptual model. All factors in the conceptual model were chosen from the organizational- and the team-level literature. Theoretical background for each of the chosen “factors” has been presented under relevant headings. Findings First is the conceptualization of team-level mediators – intensity and focus – towards innovation. Second is the conceptualization of innovation capability as a team-level factor, characterized by two sub-dimensions: customer orientation and manifestation. Research limitations/implications This conceptual paper does not contain any empirical data analysis. The authors have not considered individual-level factors like individual excellence, personalities, etc., which may impact team-level innovation. They are specifically looking at the top-down “unidirectional” cross-level impact of “higher-level” (organizational-level) factors on “lower-level” (team-level) factor, not the other way around. Practical implications Innovation-driven organizations can use this model to build long-term “innovation capabilities” by developing the right kind of “intensity” and “focus” of their R&D teams towards innovation. R&D teams can be encouraged to work closely with their “target” customers and manifest their innovation capabilities (to them) to ensure market success. Social implications Top management can design organizational-level policies to improve their leadership, culture, structure, networks and knowledge to encourage better innovation. Future researchers who wish to study the “cross-level” influence of organizational-level factors on team-level innovation capability may find this paper useful. Originality/value This study’s original contributions include: first, the conceptualization of a multivariate “cross-level” model to understand team-level innovation capability. Second is proposing the mediating role of “team-level” factors like focus and intensity while building innovation capability. Third is conceptualizing innovation capability as a team-level construct, with sub-dimensions: customer orientation and manifestation.
42
Cheng, Colin CJ, und Eric C. Shiu. „How to enhance SMEs customer involvement using social media: The role of Social CRM“. International Small Business Journal: Researching Entrepreneurship 37, Nr. 1 (31.05.2018): 22–42. http://dx.doi.org/10.1177/0266242618774831.
Der volle Inhalt der QuelleAnnotation:
Despite increasing attention to the influence of customer involvement and social media in developing innovation in small- and medium-sized enterprises (SMEs), few studies have specifically investigated how to improve the effectiveness of social media–based customer involvement. Drawing on the knowledge-based view, social network and capability theories, we address this question by arguing that Social Customer Relation Management (CRM) enhances the effect of social media–based customer involvement upon innovation. Two key capabilities further enhance the moderating effect of Social CRM: social media network and customer information processing capabilities. The results from a longitudinal dataset of 317 SMEs indicate that SME customer involvement, enabled by Social CRM, social media network and customer information processing capabilities increases innovation. These findings have important implications for researchers and managers interested in enhancing the efficacy of SME customer involvement using social media.
43
García-Garre, Ana, Antonio Gabaldón, Carlos Álvarez-Bel, María Ruiz-Abellón und Antonio Guillamón. „Integration of Demand Response and Photovoltaic Resources in Residential Segments“. Sustainability 10, Nr. 9 (26.08.2018): 3030. http://dx.doi.org/10.3390/su10093030.
Der volle Inhalt der QuelleAnnotation:
The development of renewable sources in residential segments is basic to achieve a sustainable energy scenario in the horizon 2030–2050 because these segments explain around 25% of the final energy consumption. Demand Response and its effective coordination with renewable are additional concerns for residential segments. This paper deals with two problems: the demonstration of cost-effectiveness of renewables in three different scenarios, and the application of the flexibility of demand, performing as energy storage systems, to efficiently manage the generation of renewable sources while improving benefits and avoiding penalties for the customer. A residential customer in Spain has been used as example. The work combines the use of a commercial simulator to obtain photovoltaic generation, the monitoring of customer to obtain demand patterns, and the development of a Physically-Based Model to evaluate the capability of demand to follow self-generation. As a main result, the integration of models (load/generation), neglected in practice in other approaches in the literature, allows customers to improve revenue up to 20% and reach a basic but important knowledge on how they can modify the demand, development of new skills and, in this way, learn how to deal with the characteristics and limitations of both Demand and Generation when a customer becomes a prosumer. This synergy amongst demand and generation physically-based models boosts the possibilities of customers in electricity markets.
44
Chen, Jing. „Big data augments emotional labour and organisational outcomes“. Marketing Review 20, Nr. 1 (31.08.2020): 63–72. http://dx.doi.org/10.1362/146934720x15929907504094.
Der volle Inhalt der QuelleAnnotation:
Marketing managers and practitioners believe that effective emotional labour strategy and big data techniques are essential elements for firms to optimise customer service encounters. However, no common understanding of emotional labour in a big data context exists, and knowledge about how big data techniques affect emotional labour's service delivery is limited. In this study, I use emotional regulation and role/script theories to propose ways in which surface acting decreases and deep acting increases customers' perceived customer orientation (PCO), resulting in enhanced word of mouth (WOM). Because big data analytics tools provide information to shield employees from emotional dissonance and depletion, this study further proposes that big data analytics will augment the aforementioned benefits. However, the influence of big data analytics may depend on a firm's data verification ability. Lastly this study suggests that firms strengthen their data verification capability to achieve the big data bonus.
45
Cho, Sung-Eui, Won Jun Lee und Jonguk Kim. „An Exploratory Study on Knowledge Management Characteristics and Challenges in Mass Customisation“. Journal of Information & Knowledge Management 04, Nr. 03 (September 2005): 157–65. http://dx.doi.org/10.1142/s0219649205001134.
Der volle Inhalt der QuelleAnnotation:
The characteristics of knowledge management (KM) in mass customisation were newly extracted and the effect of those characteristics on KM performance was examined through case studies in this research. The firms implementing mass customisation are good cases adopting recent changes in business environment including increased variability of customer needs, technologies, and increase of the need for KM. From the results of this research, several differentiated characteristics compared to the cases not implementing mass customisation were extracted. These include: (1) extended scope of KM (customer, product and process knowledge); (2) increase in the volume of knowledge and knowledge processes; and (3) increase in the need for knowledge flexibility and knowledge variability. In addition, it was found that the capability to manage these characteristics positively affected KM performance in mass customisation. Therefore, firms intending to implement KM for mass customisation need to consider the differentiated characteristics of KM. Research was conducted through interviews with company directors or managers in charge of KM in selected companies implementing mass customisation.
46
Lyu, Gaoyan, Lihua Chen und Baofeng Huo. „Logistics resources, capabilities and operational performance“. Industrial Management & Data Systems 119, Nr. 2 (11.03.2019): 230–50. http://dx.doi.org/10.1108/imds-01-2018-0024.
Der volle Inhalt der QuelleAnnotation:
Purpose The purpose of this paper is to investigate how different logistics resources and resource patterns, such as logistics infrastructure, logistics location, logistics knowledge and logistics information, affect logistics capabilities and operational performance. Design/methodology/approach Based on data collected from 273 companies in China, this study examines impacts of individual logistics resource dimensions on resource integration capability, customer service capability and operational performance through contingency approach. Furthermore, three logistics resource patterns are identified and linked with resource integration capability and operational performance through configuration approach. Findings Contingency results show that different logistics resources have different impacts on resource integration capability and operational performance. Configuration results reveal that companies’ capabilities and operational performance vary for different logistics resource patterns: the high-uniform pattern has a better resource integration capability and operational performance than other patterns, while all logistics resource patterns have similar customer service capability levels. Research limitations/implications Future studies should examine other resource capabilities and performance indicators of companies and extend this study to other countries and regions. Originality/value This study contributes to the logistics resource literature through empirically investigating relationships among logistics resources, resource integration capability and operational performance using contingency approach, and through identifying different logistics resource patterns based on configuration approach. The findings extend the logistics resource literature, particularly on research of logistics parks in China.
47
Wang, Jian-Jun, Negin Sasanipoor und Meng-Meng Wang. „The influence of PRINCE2 standard on customer satisfaction in information technology outsourcing: an investigation of a mediated moderation model“. Journal of Enterprise Information Management 33, Nr. 6 (02.06.2020): 1419–42. http://dx.doi.org/10.1108/jeim-08-2019-0223.
Der volle Inhalt der QuelleAnnotation:
PurposeThe purpose of this paper is to explore the influence of PRINCE2 (PRoject IN Controlled Environments 2) standard on customer satisfaction jointly with vendor relationship management capability in the information technology outsourcing (ITO) context. This paper further tries to explore the above underlying mechanism by studying the mediating effect of deliverable quality.Design/methodology/approachThis paper develops a mediated moderation model to explain the underlying influence processes of PRINCE2 standard, vendor relationship management capability and deliverable quality on ITO customer satisfaction. By conducting a pair-wise survey of 260 project managers in seven Iranian firms, the model and hypotheses are empirically tested with the partial least squares method.FindingsOur results suggest that firms benefit more in terms of IT costs reduction when they have a higher level of complementary investment in an external standard, especially through an interplay effect of the external standard and internal relational aspect. Firms can make business processes more amenable to outsourcing and facilitate monitoring of vendor performance and effective coordination with vendors. More interestingly, we find that this interactive effect is fully mediated by deliverable quality, which, in turn, directly increases ITO customer satisfaction.Originality/valueThis study adds some new knowledge and provides new views to study ITO customer satisfaction by addressing the importance of PRINCE2 standard. This study further enhances our understanding in terms of the underlying pathway through which the PRINCE2 standard jointly affects customer satisfaction with vendor relationship management capability and deliverable quality. With the effort of explicitly explaining the complex mechanisms, this study helps ITO managers proactively escort outsourcing activities and projects.
48
J. Daspit, Joshua, und Staci M. Zavattaro. „Integrating innovation and absorptive capacity into the place branding process“. Journal of Place Management and Development 7, Nr. 3 (07.10.2014): 206–24. http://dx.doi.org/10.1108/jpmd-02-2013-0003.
Der volle Inhalt der QuelleAnnotation:
Purpose – The purpose of this article is to integrate organizational capabilities into the place branding process to showcase how a lead destination marketing organization (DMO) can influence a customer-based brand equity outcome. Doing so highlights the strategic, relational nature of place branding. The authors focus specifically on first- and zero-order capabilities, integrating absorptive capacity (first-order) and an innovation capability (zero-order) into a place branding framework. We define an innovation capability within a place branding context and offer absorptive capacity as a mechanism through which DMO leaders can exploit external knowledge acquisition. Design/methodology/approach – The paper presents a theoretical framework of the place branding process that integrates firm capabilities. A framework based on analyzing existing place branding models and integrating organizational capabilities, which find root in strategic management literature, was developed. Findings – Findings indicate that existing frameworks address operational and customer capabilities in some manner yet largely ignore innovation capabilities. A definition of an innovation capability for place brand managers and scholars is offered, and offer absorptive capacity as means to integrate external knowledge into the DMO. Utilizing multiple levels of capabilities allows a firm to influence customer-based brand equity. Testable propositions based on the authors' framework are offered. Practical implications – Managerial implications of integrating stakeholder capabilities into place branding include appreciating a culture of innovation within DMOs, learning from external stakeholders meaningfully and regularly and encouraging creative thinking that can produce new processes, policies or services. Originality/value – By integrating organizational capabilities, attention is drawn to internal aspects of the place branding process the place can control directly. Capabilities dictate how an organization sees itself; learns from its stakeholders; and then integrates that knowledge into organizational, stakeholder and innovation capabilities. Therefore, capabilities are inherently internal mechanisms through which a DMO can influence place brand outcomes, which are understood here as brand equity elements.
49
Moon, Hanna, Wendy Ruona und Tom Valentine. „Organizational strategic learning capability: exploring the dimensions“. European Journal of Training and Development 41, Nr. 3 (03.04.2017): 222–40. http://dx.doi.org/10.1108/ejtd-08-2016-0061.
Der volle Inhalt der QuelleAnnotation:
Purpose How to build and enhance the strategic learning capability (SLC) of an organization becomes crucial to both research and practice. This study was designed with the purpose to conceptualize SLC by translating and interpreting the related literature to develop empirical dimensions that could be tested and used in a survey instrument. Design/methodology/approach An instrument was developed to identify empirical dimensions of SLC. The reliability and validity of the instrument were tested. Findings The resulting survey instrument included 59 items, and 49 remained after empirical test. Based on responses on a five-point performance scale, SLC items were identified and prioritized, and seven dimensions were discovered: external focus, strategic dialogue, strategic engagement, customer-centric strategy, disciplined imagination, experiential learning and reflective responsiveness. Originality/value The findings of this study extend the knowledge base of multi-disciplines, including strategy management, organizational learning and strategic human resource development (HRD). This study highlights the conceptualization of SLC and importance of the SLC framework in the field of HRD.
50
Sari, Irna Maya, und Wahyu Meranto. „PENGELOLAAN KNOWLEDGE MANAGEMENT CAPABILITY DALAM MEMEDIASI DUKUNGAN INFORMATION TECHNOLOGY RELATEDNESS TERHADAP KINERJA PERUSAHAAN: PENDEKATAN REFLECTIVE SECOND ORDER FACTOR (Penelitian terhadap Perbankan di Kota Semarang)“. Banque Syar'i : Jurnal llmiah Perbankan Syariah 3, Nr. 1 (06.07.2019): 143. http://dx.doi.org/10.32678/bs.v3i1.1916.
Der volle Inhalt der QuelleAnnotation:
Penelitian ini bertujuan untuk mengetahui pengaruh information technology complementarities dan support of information technology knowledge terhadap kinerja perusahaan. Yang termasuk dalam complementarities of information technology adalah infrastruktur IT, proses pembuatan IT, human resources IT, dan vendor manajemen IT. Selanjutnya, yang tergolong dalam pengetahuan manajemen (management knowledge) adalah produk dan customer and managerial. Sampel dalam penelitian ini adalah kepala cabang perbankan di Kota Semarang sebanyak 42 orang. Penelitian ini menggunakan metode kuesioner dan data dianalisis dengan menggunakan Structural Equation Modeling (SEM) dan selanjutnya dievaluasi dengan menggunakan smartPLS tools. Berdasarkan hasil penelitian, keempat faktor dalam information technology Relatedness memberikan pengaruh signifikan terhadap pengelolaan knowledge management capability. Hal ini mengidentifikasikan bahwa pengelolaan sumber daya teknologi informasi yang dilakukan oleh perusahaan dalam hal ini infrastruktur, strategi, sumber daya manusia, dan vendor akan mampu menciptakan sinergi nilai super-additive sehingga dapat meningkatkan knowledge management capability lintas unit