By Silvio Wilde
Managing and moving wisdom - on the correct time, within the correct position and with definitely the right caliber for purchasers - permits businesses to outlive in instances of fierce pageant. the point of interest of this paintings is as a result on wisdom administration and patron courting administration. The theoretical half includes a number of methods to wisdom, its move and the boundaries to be triumph over whilst sharing wisdom. this is often via an outline of CRM and CKM (Customer wisdom Management), outlining how the most important their profitable use is. the sensible half explores at the one hand the dependence on wisdom and however its availability for an exceptional shopper courting. It incorporates a case examine that investigates either the executive and the operational region of a concrete corporation. The survey effects are then mentioned intimately, key luck elements pointed out and errors mentioned. After this serious research, ultimate strategies are provided that each corporation can gain from.
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Additional info for Customer Knowledge Management: Improving Customer Relationship through Knowledge Application
86. 7 Summary This chapter focused on the exchange of knowledge. It was pointed out that knowledge transfer and knowledge sharing are complex processes. 49 Knowledge sharing mostly depends on the individual’s behavior. 51 Knowledge generation is an interactive process that must be based on a shared meaning and shared understanding. 52 If communication and transfer of information take place among employees, knowledge can be developed. 53 Individual employees learn through knowledge interaction. When submitting knowledge to a team, the group learns.
This is probably the most important form of knowledge development. 18 • Combination is the amalgamation of existing explicit knowledge to develop new explicit knowledge. 19 • Internalization is a learning process that is linked to ‘learning by doing’. The formation of an own opinion is an example. The explicit knowledge becomes part of the individual’s knowledge base and thus an asset for the organization. 20 The above forms of knowledge development are restricted in their use to the generation of new knowledge.
Receiver 4. Context Significance (acc. to the study) Significant Not significant Not significant Not significant Not significant Significant Not significant Not significant Significant (i) Unprovenness: It has been assumed that established knowledge is easier to transfer than ‘new’ knowledge. 17 (ii) Lack of motivation on sender’s side: The sender is not willing to invest time and effort in the transfer of knowledge as there is no incentive to share the knowledge. 18 (iii) Not perceived as reliable: If the sender is considered as unreliable, this may have a negative influence on the transfer.
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