Adrian Tootell, Elias Kyriazis, Jon Billsberry, Véronique Ambrosini, Sam Garrett-Jones and Gordon Wallace
This study aims to explore the factors undergirding knowledge creation in the university-industry complex inter-organizational arrangement. It builds upon social capital and…
Abstract
Purpose
This study aims to explore the factors undergirding knowledge creation in the university-industry complex inter-organizational arrangement. It builds upon social capital and relationship marketing theories.
Design/methodology/approach
This study uses a qualitative research design. In total, 36 innovation champions involved in knowledge creation were interviewed to provide detailed insights into the process. A thematic analysis of the in-depth interviews was conducted.
Findings
The principal finding was that opportunistic behavior was a significant barrier to knowledge creation. In severe cases, the knowledge creation process was destroyed, resulting in lost investment. Principled behavior and investment in affect-based and cognition-based trust, through five critical trust development activities, provided the best path to successful knowledge creation.
Originality/value
This study contributes to the knowledge management literature by providing insights into the enablers and barriers to the formation of cooperation, a crucial antecedent to knowledge creation literature. It also affords practical implications for innovation managers and policymakers on how they can improve knowledge creation by using social capital and relationship marketing theory in complex inter-organizational arrangements.
Details
Keywords
The purpose of this study is to examine the influence of knowledge creation (KC) process on customer relations management (CRM) in Palestinian commercial banks, taking into…
Abstract
Purpose
The purpose of this study is to examine the influence of knowledge creation (KC) process on customer relations management (CRM) in Palestinian commercial banks, taking into consideration which factors of KC process support the CRM system.
Design/methodology/approach
The study uses a quantitative research design wherein questionnaires have been used to collect data from 345 respondents in the Palestinian banking sector. Research hypotheses have been tested using multiple regression analysis.
Findings
The findings unveil that socialisation and combination processes have a positive impact on CRM. In contrast, internalisation process negatively affects CRM system, but outsourcing knowledge does not significantly affect CRM.
Research limitations/implications
Past studies empirically validated the success of CRM adaptation in the context of different industries. This study provides a new conceptual model which validates the influence of KC on CRM in the banking sector. It also affirms the integral role of KC in supporting CRM from an emerging country perspective like Palestine.
Practical implications
This study offers new insights into creating of knowledge by employees in supporting CRM. It will encourage future scholars to further explore the key dimensions of the KC process for a more detailed investigation at a workplace. This study suggests that banks’ directors and employees should behave in a social manner to support relationship with customers. This study also suggests facilitating knowledge from different resources in innovative ways, through encouraging creative thinking from experiences, using technology in sharing knowledge, focussing on appropriate training to resolve customers' problems and disseminating new knowledge among employees.
Originality/value
This study expands the body of knowledge on KC process in supporting CRM from an emerging country perspective. This study validates the influence of KC on CRM in the Palestinian banking sector. This sheds light on the integration of these two concepts.