Leveraging Customer Knowledge in Electronic Knowledge Repositories for Service Expertise

This study examines how three dimensions of electronic knowledge repositories (EKRs), namely customer knowledge level, customer knowledge integration and accessibility of customer knowledge, contribute to increasing customer service representatives (CSRs)’ service expertise and their customer knowledge utilization and acquisition. Furthermore, the study empirically tests the proposition that service quality is influenced by CSRs’ service expertise and their customer knowledge utilization and acquisition. To test the proposed model and hypotheses, data were collected on CSRs working for call centers using EKRs such as knowledge management systems. All the hypothesized relationships were found to be significant except that between customer knowledge acquisition and service quality. Service expertise was strongly affected by customer knowledge level. While customer knowledge utilization was strongly increased by the accessibility of customer knowledge, customer knowledge acquisition was strongly increased by customer knowledge integration. This study offers an insight into how EKRs, which will have been accumulated by firms over time, ultimately influence the performance of CSRs

Enhancing Customer Response Capability through Organizational Knowledge Resources in Service Encounters

Considering that a firm’s service competitiveness comes from customer service representatives (CSRs)’ capability, it is essential to enhance their capability first to create superior customer service. Accordingly, this study provides a way of creating CSRs’ capability by proving how organizational knowledge accumulated in knowledge management systems influences their customer response expertise and speed. Moreover, drawing on studies of organization memory (OM), it is defined by the three dimensions of OM level, OM dispersion, and OM usability. To test the proposed model and hypotheses, this study conducted the structural equation modeling analysis using a total of 373 responses collected on CSRs. The results indicate that both OM level and dispersion greatly increase customer response expertise. Besides, OM level, dispersion, and usability enhance customer response speed. Particularly, OM usability is the most effective in improving customer response speed. Finally, CSRs’ service performance depends on customer response expertise and speed

Integrating Knowledge Management and Relationship Management in an Enterprise Environment

Knowledge management and relationship management are essential ingredients for value creation to gain competitive advantages in the knowledge-based economy of the 21st century. The merging of the two disciplines has received increasing attention both in academia and in business. Past research focuses on the integration of knowledge management and customer relationship management at the business process level. This paper extends the concepts to enterprise relationship management to include customer relationship management, supplier relationship management and partner relationship management. The merging of knowledge management (KM) and enterprise relationship management (ERM) yields two perspectives: the ERM-oriented KM (EKM) and the KM-oriented ERM (KERM)

Applying Knowledge Management to an Organization's Transformation

Although workers in the information age have more information at their fingertips than ever before, the ability to effectively capture and reuse actual knowledge is still a surmounting challenge for many organizations. As high tech organizations transform from providing complex products and services in an established domain to providing them in new domains, knowledge remains an increasingly valuable commodity. This paper explores the supply and demand elements of the "knowledge market" within the International Space Station and Spacecraft Processing Directorate (ISSSPD) of NASA's Kennedy Space Center (KSC). It examines how knowledge supply and knowledge demand determine the success of an organization's knowledge management (KM) activities, and how the elements of a KM infrastructure (tools, culture, and training), can be used to create and sustain knowledge supply and deman

Restoring Trust Relationships within Collaborative Digital Preservation Federations

4th International Conference on Open RepositoriesThis presentation was part of the session : Conference PresentationsDate: 2009-05-19 01:00 PM – 02:30 PMThe authors extend their process for creating and establishing trust relationships to include steps for restoring trust relationships after catastrophic events. Part of this model will include best practices for business continuity relationships and will integrate trust models from Holland and Lockett (1998) and Ring and Van de Ven (1994) and how they can be applied to a process for trust restoration after periods of disaster or critical data loss. These models provide key frameworks for understanding how trust can be utilized for collaborative start points as well as for collaborative recovery points from physical natural disaster or critical data loss

The Development of an Evaluation Framework for eGovernment Systems

This paper is a positioning paper which outlines a proposal for engaging in the evaluation of eGovernment systems. The primary purpose of our proposed research is to develop, apply, test, and disseminate an evaluation framework which can support continuous, adaptable, and reflective evaluation of eGovernment systems. The theoretical bases for the methodology will be the Information Systems (IS), Soft Systems Methodology, SSM (Checkland and Scholes, 1990) which provides the platform for the analyses of the ‘soft’ aspects (e.g. human, political, cultural and organisational factors) and the Hard Systems Methodology (HSM) which provides methods and tools for quantitative measures and analyses of the system. A further three interrelated bases are: Reflective Practice, Organisational Learning (OL), and Information and Knowledge Management (IKM). Some of the key underlying principles to a successful evaluation framework are good data collection and analyses methods, an evaluative reflective practice approach whichentails the complete process of identification and analysis of strengths and problems, followed by rigorous testing, implementation, and revision of solutions. Such a cycle encourages organisational learning and promotes continuous improvement to both the evaluation framework and system. Additionally, it aims to cultivate an organisational culture that supports evaluation through reflection, continuous learning, and knowledge management which facilitates knowledge creation, capture, sharing, application and dissemination

Is a knowledge based value network an effective model for implementing e-government?

Is a knowledge based value network an effective model for implementing e-government? E-Government is a vision of how public sector organisations will govern, serve citizens, and interact with business partners, their employees, and other Government organisations. The “e” in e-Government represents a move to fully integrated, secure, on-demand accessible electronic Government that will: • improve integrated service delivery • provide universal citizen access • begin to enhance traditional Government structures and processes • support new Government products and services by relying on the emergence and convergence of new technologies • improve effectiveness Electronic commerce (e-commerce) has fundamentally changed the way business is being conducted and Government is rushing to catch up

Extending Knowledge Management to Mobile Workplaces

Knowledge and Knowledge Management (KM) are evolving into an increasingly eminent source of competitive advantage. However,for the time being, the potential of KM is usually limited to stationary workplaces. This excludes a multiplicity of mobile workers, many of them in charge of knowledge-intensive activities.This paper examines the capabilities and limitations of mobile technology usage in order to support KM. After a general overview of KM, the relevant mobile technology is introduced.Subsequently, the theory of mobile added values is employed to analyze the contributions of mobile technology for supporting KM in the different phases of the KM process. Especially the process of knowledge distribution is qualified to be supported through mobile technology.Knowledge Management; Mobile Commerce; Mobile Knowledge; Management; Mobile Business Processes; Mobile Added Values

Leveraging Professional Intellect in the Virtual Age

The paper explores the nature of professional intellect and the requirements for managing it, an area acknowledged as being under-researched. Five case studies in the professional accounting services sector were conducted and the findings were used to identify the structure and evolution towards a knowledge-based accounting practice using Venkatraman’s (1995) model of the virtual organisation. The majority of firms, with one exception, were in the first stage of evolution (extension of Business Process Re-engineering) for all three virtual dimensions, competence leverage, work configuration and market experience. The issues confronting professional accounting practices in moving to the stages of recreating the organisation and recreating value were identified as the need to maximise creative forms of professional intellect, making knowledge management a professional discipline and changing current organisational culture