USING SOCIAL MEDIA FOR CUSTOMER KNOWLEDGE MANAGEMENT IN DEVELOPING ECONOMIES: A SYSTEMATIC REVIEW

Knowledge Management (KM) research has theorized that KM activities lead to better firm performance. The current view that there is more external knowledge than exists within organizations has resulted in a preference for customercentric approaches over traditional KM activities. Recent advances in technology has resulted in social media use as an avenue for knowledge creation from the social interaction between brands and their customers. Most research however explore social media’s impact on organizational knowledge in developed economies with little attention to developing economies where KM could be conceptualized differently. In this research, we analyze the extent to which social media can support customer knowledge management (CKM) in developing economies. Using a systematic literature review, the current study captures literature containing keywords on social media and CKM published in relevant databases between January 2010 and December 2019. Finding from this study demonstrated that the strategies employed in developing economies largely depend on the type of social media and strategies can be made more effective through channel, engagement, and business intelligence management. It was also discovered that knowledge creation was the most important KM process for ensuring success while the systems that support this were a combination of Marketing, Sales, Customer Service, and Technology

The interrelationship between knowledge management and business process management and its impact on the decision-making process in the construction sector : a case study of Jordan

In recent years, Knowledge has always been accepted as being a valuable asset. In particular, it has become an important factor for the construction industry. To adapt to changes in the local and global business environment including the information technology revolution and to cope with the new competition, construction organisations have attempted to manage and apply their knowledge effectively and efficiently. The literature has shown that several problems in relation to the decision-making process in the construction sector in general and in particular, in Jordan, have been identified, e.g. selecting suppliers, equipment, and contractors. Because of the numerous number of business processes associated with making key decisions which require eliciting the correct knowledge to facilitate performing those business processes, there is a gap in the integration between knowledge management and business processes with regard to the decision making process. In order to bridge this gap, this research was carried out in order to investigate and explain how organisations in the construction sector can enhance the decision-making process (DMP) by practicing knowledge management (KM) and business process management (BPM) activities. To fulfil this aim, a mixed-methods approach has been adopted, combining a literature review approach, a questionnaire and semi-structured interviews to collect data from the Jordanian construction organisations. A framework has been proposed. This framework contains three elements with twelve sub-variables with all of these determined from an extensive review of previous studies and validated through an empirical survey. The quantitative data was obtained from the respondents through the use of a five-point Likert scale. To refine and validate the proposed framework, semi-structured interviews were then carried out with selected, experienced practitioners in the construction sector in order to elicit their views on any element that should be added to the framework in addition to those that had been discovered within the literature review and synthesis, and to discover if the domain experts supported the outcomes from the questionnaire survey and to verify the findings achieved from the questionnaire analysis. The current study provides a method of acquiring a more comprehensive knowledge of the importance of KM alongside BPM for the improvement of DM styles to attain organisational goals. It generates a strong operational as well as theoretical approach to the organisational utilization of knowledge and business processes through the development of an associated theoretical framework. While previous studies have indicated that knowledge enablers along with business processes guarantee organisational achievement across organisational DMP, this research shows that precise decision-making determination by decision makers could strengthen the relationship chain

Improving the business processes management from the knowledge management

This paper proposes a model that integrates the knowledge management to the business processes management in order to improve the process performance. The proposal defines the knowledge management flow as an element that interacts with part workflows and provides rules and actions in the BPMN elements in order to improve the BPM. To achieve the aim, first, a survey was made in forty Colombian' companies in order to identify the state of the practice about business process management, knowledge management and their use through the workflows; then, different elements were identified and characterized in order to achieve the integration model proposed. This was experimented in forty business workflows of the companies analyzed. A use case shows how the interactions among model elements are, and how these can improve the process performance. This experience allowed to measuring the effect that the integration had in the business process management by means of a new metric that involve the knowledge management in the workflow. Finally, it was possible conclude that the knowledge management must be part to the BPM impacting directly the workflow, in order to improve the result offered to the organizational actors and customers