تعداد نشریات | 161 |
تعداد شمارهها | 6,532 |
تعداد مقالات | 70,503 |
تعداد مشاهده مقاله | 124,120,382 |
تعداد دریافت فایل اصل مقاله | 97,227,448 |
مدیریت دانش مشتری و نقش آن در نوآوری مستمر و عملکرد برتر (مطالعۀ موردی: بانکهای خصوصی سطح استان گیلان) | ||
مدیریت بازرگانی | ||
مقاله 1، دوره 8، شماره 1، 1395، صفحه 1-28 اصل مقاله (605.13 K) | ||
نوع مقاله: مقاله علمی پژوهشی | ||
شناسه دیجیتال (DOI): 10.22059/jibm.2016.50739 | ||
نویسندگان | ||
رضا اسماعیل پور1؛ محمد دوستار1؛ نسترن طاهرپرور* 2 | ||
1استادیار گروه مدیریت دانشکدة ادبیات و علوم انسانی، دانشگاه گیلان، گیلان، ایران | ||
2دانشجوی کارشناسی ارشد مدیریت بازرگانی دانشکدة ادبیات و علوم انسانی، دانشگاه گیلان، گیلان، ایران | ||
چکیده | ||
امروزه با افزایش فشارهای محیطی و رقابت، سازمانها بهسوی منابع بیرونی و بهویژه دانش مشتریان سوق یافتهاند تا بتوانند با سرمایهگذاری و مدیریت آن، به منبع جدیدی از مزیت رقابتی دست یابند. هدف اصلی این پژوهش، مشخصکردن آثار جریانهای دانش مشتری بر ابعاد نوآوری و عملکرد سازمانهاست. با جمعآوری دادهها از 280 نفر از کارکنان بانکهای خصوصی سطح استان گیلان و تجزیهوتحلیل آن با استفاده از نرمافزار لیزرل، به این نتیجه رسیدیم که دانش از مشتری، بهعنوان مهمترین منبع ایدههای نوآورانه و مزیت رقابتی، تأثیر مثبتی بر سرعت و کیفیت نوآوری و همچنین عملکرد عملیاتی و مالی بانکها دارد. همچنین، یافتههای ما بیانگر تأثیر متفاوت دانش دربارة مشتری و دانش برای مشتری بر ابعاد نوآوری و عملکرد است. نتایج این پژوهش به بانکها کمک میکند تا با تدوین راهبردهای مناسب و بهکارگیری مؤثر جریانهای دانش مشتری به سطح بالاتری از نوآوری و عملکرد برسند. | ||
کلیدواژهها | ||
جریانهای دانش مشتریان؛ عملکرد سازمان؛ مدیریت دانش مشتری؛ نوآوری | ||
عنوان مقاله [English] | ||
Customer knowledge management and its role on continues innovation and superior performance (Case study of private banks in Guilan) | ||
نویسندگان [English] | ||
Reza Esmaeilpour1؛ Mohammad Doostar1؛ Nastaran Taherparvar2 | ||
چکیده [English] | ||
With increasing fierce competition in recent years, many organizations pay attention to outside sources, especially customer knowledge, in order to achieve new source of competitive advantage. The main purpose of our paper is to shed light on the consequences of customer knowledge flows on various dimensions of innovation and organization performance. Investigating 280 employees of private banks in Guilan, and analyzing the data by LISREL, we found out that knowledge from customers, as an important source of new ideas and competitive advantage, has a positive impact on innovation speed and quality and also operational and financial performance. Also, our results demonstrate a different effect of knowledge about customer and knowledge for customer on various dimensions of innovation and firm performance. Our conclusions may help banks in formulating appropriate strategy in order to achieve higher innovation capability and superior performance by utilizing customer knowledge flows effectively. | ||
کلیدواژهها [English] | ||
customers’ knowledge flows, firm performance, Customer Knowledge Management, Innovation | ||
مراجع | ||
Ahmadi, A. & Yahyazadefar, M. (2011). Investigation of Implementing Relational Marketing for Costumer relationship in Hospitality Industry (Case study: of Persian Palace Hotel), Quarterly Journal Business Management, 8(3): 23- 40. (In Persian)
Alame, M. & Moghadami, M. (2010). Investigating the relationship between organizational learning and organizational performance: Case study Iran Khodro, Journal of Executive Management, 1(10): 26- 48. (In Persian)
Brooke Dobni, C. (2008). Measuring innovation culture in organization: The development of a generalized innovation culture construct using exploratory factor analysis, European Journal of Innovation Management, 11(4): 539-559.
Campbell, A. J. (2003). Creating customer knowledge competence: Managing customer relationship management programs strategically, Industrial Marketing Management, 32(5): 375- 383.
Chesbrough, H., Vanhaverbeke, W. & West, J. (2006). Open innovation: Researching a new paradigm, In Chesbrough, H., Vanhaverbeke, W. & West, J. (Eds), Oxford University Press.
Chesbrough, H. W. (2003). Open innovation: The new imperative for creating and profiting from technology,Harvard Business School Press, Boston.
Cohen, W. M. & Levinthal, D. A. (1990). Absorptive capacity– A new perspective on learning and innovation, Administrative Science Quarterly, 35(1): 128- 152.
Darroch, J. & McNaughton, R. (2003). Beyond market orientation- Knowledge management and the innovativeness of New Zealand firms, European Journal of Marketing, 37(3- 4): 572- 593.
Desouza, K. & Awazu, Y. (2005). What do they know, Business Strategy Review, 16(1): 42- 45.
Divandary, A., Nikokar, Gh., Nahavandiyan, M. & Aghazadeh, H. (2008). Market orientation and business performance in Iran, Quarterly Journal Business Management, 1(1): 39- 54. (In Persian)
Garcia-Murillo, M. & Annabi, H. (2002). Customer knowledge management, Journal of the Operational Research Society, 53(8): 875- 884.
Gebert, H., Geib, M., Kolbe, L. & Brenner, W. (2003). Knowledge-enabled customer relationship management: Integrating customer relationship management and knowledge management concepts, Journal of Knowledge Management, 7(5): 107- 123.
Gibbert, M., Leibold, M. & Probst, G. (2002). Five styles of customer knowledge management, and how smart companies use them to create value, European Management Journal, 20(5): 459- 469.
Hamel, G. (2006). The why, what and how of innovation management, Harvard Business Review, 84(2): 72- 84.
Haner, U. E. (2002). Innovation quality— A conceptual framework, International Journal of Production Economics, 80: 31–37.
Hollebeek, L. D. (2013). The customer engagement/ value interface: An exploratory investigation, Australasian Marketing Journal, 21(1): 17– 24.
Hoyer, W. D., Chandy, R., Dorotic, M., Krafft, M. & Singh, S. S. (2010). Consumer cocreation in new product development, Journal of Service Research, 13(3): 283- 296.
Johannessen, J. A. & Olsen, B. (2010). The future of value creation and innovations: Aspects of a theory of value creation and innovation in a global knowledge economy, International Journal of Information Management, 30(6): 502– 511.
Johannessen, J. A. (2008). Organisational innovation as part of knowledge management, International Journal of Information Management,28(5): 403– 412.
Kimasi, M., Chitsazan, H. & Fakher, A. (2011). Organizational Intelligence: Comparative survey between private and governmental banks, Quarterly Journal Business Management, 4(13): 131- 136. (In Persian)
Knox, S. (2002). The broadroom agenda: Developing the innovative organization, Corporate Governance, 2(1), 27− 36.
Kuczmarski, T. (2003). What is innovation? And why aren¢t companies doing more of it, Journal of Consumer Marketing, 20(6): 536- 541.
Lanjouw, J. O. & Schankerman, M. (2004). Patent quality and research productivity: Measuring innovation with multiple indicators, The Economic Journal,114(495): 441– 465.
Lee, R. P., Naylor, G. & Chen, Q. (2011). Linking customer resources to firm success: The role of marketing program implementation, Journal of Business Research, 64(4): 394– 400.
Lin, Y., Su, H. Y. & Chien, S. (2006). A knowledge-enabled procedure for customer relationship management, Industrial Marketing Management, 35 (4): 446– 456.
Llach, J., Perramon, J., Alonso-Almeida, M. d. & Bagur-Femenías, L. (2013). Joint impact of quality and environmental practices on firm performance in small service businesses: An empirical study of restaurants, Journal of Cleaner Production, 44: 96- 104.
Lolfsten, H. L. (2005). R&D networks and product innovation patterns—academic and non-academic new technologybased firms on Science Parks, Technovation,25(9): 1025– 1037.
Lopez-Nicolas, C. & Merono-Cerdan, Á. L. (2011). Strategic knowledge management, innovation and performance, International Journal of Information Management, 31(6): 502– 509.
Luo, X., Griffith, D. A., Liu, S. S. & Shi Yi, Z. (2004). The effects of customer relationships and social capital on firm performance: A Chinese business illustration, Journal of International Marketing, 12(4): 25– 45.
Magnusson, P. R. (2003). Benefits of involving users in service innovation, European Journal of Innovation Management, 6(4): 228- 238.
Matthing, J., Sandén, B. & Edvardsson, B. (2004). Newservice development: Learning from and with customers, International Journal of Service Industry Management, 15(5): 479– 498.
Minna, R. A. (2005). Customer knowledge management competence: Towards a theoretical framework, Proceedings of the 38th Hawaii International Conference on System Sciences: 1- 10.
Nambisan, S. A. (2009). Virtual customer environments: Testing a model of voluntary participation in value co-creation activities, The Journal of Product Innovation Management, 26 (4): 388- 406.
Nonaka, I., Toyama, R. & Konno, N. (2000). SECI, Ba and leadership: A unified model of dynamic knowledge creation, Long Range Planning, 33(1): 5– 34.
Peng, J., Lawrence, A. & Koo, T. (2009). Customer knowledge management in international project: A case study, Journal of Technology Management in China, 4(2): 145- 157.
Plessis, M. d. (2007). The role of knowledge management in innovation. Journal of Knowledge Management, 11(4): 20- 29.
Qin, Y. A. (2009). Research on intelligent learning strategy for knowledge-enabled customer relationship management based on SOA and CBR, Proceedings of International Conference on Management and Service Science, Wuhan, China: 20- 22.
Ramaswami, S. N., rivastava, R. K. & Bhargava, M. (2009). Market-based capabilities and financial performance of firms: Insights into marketing’s contribution to firm value, Journal of the Academy of Marketing Sciences, 37(2): 97- 116.
Rollins, M. & Halinen, A. (2005). Customer Knowledge management compentence: Towards a theoretical framework, The 38th Hawaii International Conference on System Sciences, Hawaii.
Rowley, j. E. (2002). Reflections on customer knowledge management in e-business, Qualitative Market Research: An International Journal, 5(4): 268-280.
Salehi, M., Nikokar, Gh., Mohamadi, A. & Taghinejad, Gh. (2011). Pattern design and performance evaluation of branches of banks and financial institutions (Case study: Bank Qvamyn), Quarterly Journal Business Management, 3(7): 127- 142. (In Persian)
Salojärvi, H., Sainio, L. M. & Tarkiainen, A. (2010). Organizational factors enhancing customer knowledge utilization in the management of key account relationships, Industrial Marketing Management, 39(8): 1395–1402.
Salomann, H., Dous, M., Kolbe, L. & Bueren, W. (2005). Rejuvenating customer management: How to make knowledge for, from and about customers work, European Management Journal, 23(4): 392– 403.
Sher, P. J. & Lee, V. C. (2004). Information technology as a facilitator for enhancing dynamic capabilities through knowledge management, Information & Management, 41(8): 933– 945.
Sinaei, H., Hajipour, B. & Taheri, Kh. (2011). Investigating relationship between intellectual capital and firm's performance, Transformation Management Journal,3(5): 68- 88. (In Persian)
Smith, H. A. & McKeen, J. D. (2005). Developments in practice Xviii customer knowledge management: Adding value for our customers, Communications of the Association for Information Systems, 5(16): 744- 755.
Sofianti, T. D., Suryadi, K., Govindaraju, R. & Prihartobo, B. (2010). Customer knowledge co-creation process in new product development, Proceedings of the World Congress on Engineering, 1: 1- 8.
Su, C. T., Chen, Y. H. & Sha, D. (2006). Linking innovative product development with customer knowledge: A data-mining approach, Technovation, 26(7): 784- 795.
Tatikonda, M. V. & Montoya-Weiss, M. M. (2001). Integrating operations and marketing perspectives of product innovation: The influence of organizational process factors and capabilities on development performance, Management Science, 47(1): 151– 172.
Teece, D. J. (2010). Business models, business strategy and innovation, Long Range Planning, 43(2– 3): 172– 194.
Tseng, C. Y. & Wu, L. Y. (2007). Innovation quality in the automobile industry: Measurement indicators and performance implications, International Journal of Technology Management, 37(1- 2): 162– 177.
Tuominen, M., Rajala, A. & Moller, K. (2004). Market-driving versus market-driven: Divergent roles of market orientation in business relationships, Industrial Marking Management, 33(3): 207– 217.
Von Hippel, E. (1986). Lead user: A source of novel product concepts, Management Science, 32(7): 791- 805.
Wang, Z. & Wang, N. (2012). Knowledge sharing, innovation and firm performance, Expert Systems with Applications, 39(10): 8899– 8908.
Xu, M. & Walton, J. (2005). Gaining customer knowledge through analytical CRM, Industrial Management & Data Systems, 105(7): 955- 971.
Yang, J. (2010). The knowledge management strategy and its effect on firm performance: A contingency analysis, Int. J. Production Economics, 125(2): 215– 223.
Yang, S. & Kang, H. H. (2008). Is synergy always good? Clarifying the effect of innovation capital and customer capital on firm performance in two contexts, Technovation, 28(10): 667– 678.
Yeung, A. H., Lo, V. H., Yeung, A. C. & Cheng, T. C. (2008). Specific customer knowledge and operational performance in apparel manufacturing, Int. J. Production Economics, 114(2): 520– 533.
Yi, Y., Nataraajan, R. & Gong, T. (2011). Customer participation and citizenship behavioral influences on employee performance, satisfaction, commitment, and turnover intention, Journal of Business Research, 64(1): 87– 95.
Yu, G. (2002). The theoritical evolvement of firm's competitive advantage, Foreign Economics and Management, 10(3): 26- 31.
Zhang, Z. (2011). Customer knowledge management and the strategies of social software, Business Process Management Journal, 17(1): 82- 106. | ||
آمار تعداد مشاهده مقاله: 7,187 تعداد دریافت فایل اصل مقاله: 4,750 |