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One of the hottest topics in today’s professional and academic debates is digital transformation; some even prefer to use the term “digital business transformation” that is more in line with the business aspects of transformation. On the other hand, in today’s workplaces, human resource (HR) approaches have come into a new era named employee experience (EX). The digital employee experience (DEX), one of the outcomes of entrancing digital transformation in workplaces, has revolutionized the business world by shifting the priorities of organizations from focusing solely on the needs of managers to focusing on all the employees and their experiences in the workplace. Despite the importance of this concept, there is not a unified and complete definition for it. Thus, the purpose of this paper is to conceptualize the DEX.

In this study, a systematic literature review was conducted in academic and professional databases, and then to complete and confirm the definition, 11 academic and professional experts in the field of HR and digital transformation in the country were interviewed.

A definition of the DEX was provided that covers previous gaps about defining this concept.

It should be noted that research on conceptualizing EX rather than DEX has been conducted on academic grounds, and in the professional world, there have been some initial attempts on conceptualizing the DEX. Therefore, this study was defined as the need to provide a definition of the DEX.

The importance of implementing the positive DEX, on the one hand, and failing to conduct comprehensive studies to understand this concept and provide a precise definition of it, on the other hand, have become critical issues in organizations.

The purpose of this paper is to develop a new ontology for knowledge management (KM) technologies, determining the relationships between these technologies and classification of them.

The study applies NOY methodology – named after Natalya F. Noy who initiated this methodology. Protégé software and ontology web language are used for building the ontology. The presented ontology is evaluated with abbreviation and consistency criteria and knowledge retrieval of KM technologies by experts.

All the main concepts in the scope of KM technologies are extracted from existing literature. There are 241 words, 49 out of them are domain concepts, eight terms are about taxonomic and non-taxonomic relations, one term relates to data property and 183 terms are instances. These terms are used to develop KM technologies’ ontology based on three factors: facilitating KM processes, supporting KM strategies and the position of technology in the KM technology stage model. The presented ontology is created a common understanding in the field of KM technologies.

Lack of specific documentary about logic behind decision making and prioritizing criteria in choosing KM technologies.

Uploading the presented ontology in the web environment provides a platform for knowledge sharing between experts from around the world. In addition, it helps to decide on the choice of KM technologies based on KM processes and KM strategy.

Among the many categories of KM technologies in literature, there is no classifying according to several criteria simultaneously. This paper contributes to filling this gap and considers KM processes, KM strategy and stages of growth for KM technologies simultaneously to choice the KM technologies and also there exists no formal ontology regarding KM technologies. This study has tried to propose a formal KM technologies’ ontology.

Customer experience management (CXM), which aims to achieve and maintain customers' long-term loyalty, has attracted the attention of many organizations. Improving customer experience management in organizations requires that, first, their relevant capabilities be evaluated. The present study aimed to offer a set of key performance indicators for evaluating customer experience management in commercial banks.

The study, first, attempted to identify the components of evaluating customer experience management by reviewing the related literature and conducting interviews with experts. Then, the extracted components were transformed into assessable metrics using the goal question metric method, and the key performance indicators relevant to customer experience management in commercial banks were selected according to the experts' opinions and the Fuzzy Delphi method.

According to the findings of the study, 21 key performance indicators were identified for customer experience management in commercial banks, and customer satisfaction, the mean number of calls to resolve an issue in customer journey touchpoints, the NPS, and the ratio of the budget allocated to the CXM department to the budget of the marketing department were found as the most significant performance indicator according to banking experts.

The present study was among the first research projects intended to evaluate CXM and offer key performance indicators that could help the managers of commercial banks assess the maturity levels of their CXM.

Creating an extraordinary and memorable customer experience is the goal of every company seeking to be a market leader. This amplifies the need for customer experience management (CEM), particularly in customer-centric industries. Despite the indispensable importance of CEM, studies conducted within this area have been scattered and no agreement has been reached upon its stages. Therefore, this paper aims to identify the main stages and steps for effective and efficient CEM in the hotel industry.

Considering the variety of approaches in the literature and also the need to explain CEM stages in the hotel industry, a systematic literature review (SLR) has been picked as the first research methodology. It entailed a systematic review of 116 academic and professional studies. Then, the framework was completed by interviewing 19 experts.

With SLR and complementary interviews, this study obtains a four-stage framework for CEM in the hotel industry, each comprising necessary steps. These four stages are customer identification, customer experience design, customer experience implementation and customer experience measurement, which are all executed through organizational factors such as culture, structure, leadership, human resources and technology.

This study identifies CEM stages in the hotel industry via SLR and interviews. Due to dispersion in customer experience studies, the need for research on CEM in another service- and customer-based industries is apparent.

The suggested framework can help hotel managers enhance the management of their customers’ experience and deliver a superior and memorable experience.

The current study aims to add value to the literature by presenting a framework of CEM in the hotel industry. Through a systematic literature review and interviewing experts, a framework of CEM stages and steps was identified. The proposed framework allows for improving future CEM studies.

The paper aims to foster a better understanding of knowledge management (KM) benefits by integrating the qualitative findings of prior research under a multilayer conceptual framework.

A meta-synthesis approach was conducted by adopting “Noblit and Hare’s” seven-step method.

A breakdown structure for KM benefits which encompasses 3 “macro benefits” at Level 1, 7 “benefits” at Level 2 and 44 “micro benefits” at Level 3.

The main limitation is that this research does not provide criteria and measures to assess the benefits of KM.

Organizations which intend to invest in KM can obtain a better insight about outcomes and benefits of implementing KM initiatives. This study will provide those organizations which have already invested in KM with some ideas to evaluate their KM efforts qualitatively.

Based on available data, this study is the first of its kind that has identified the benefits of KM in three layers. Also, the number of KM benefits identified in this study is greater than that of any previous research.