摘要
近年来,随着全球知识经济以及科技信息的快速发展,企业面临加剧创新的压力,不少企业引进了客户知识管理的理念与机制,透过与客户的联盟和学习来适应环境的变化。作为知识管理和客户关系管理的延伸和发展,客户知识管理对企业绩效的提升产生巨大的影响力,已经为很多学术研究所认同,同时很多企业已经进行了相应的实践。因此,探寻客户知识管理的模型及其对企业绩效提升的影响便成为了学术界所热衷的研究课题。Wayland和Cole在1997年首次完整地提出了客户知识管理的定义和模型,随后不少学者阐述了客户知识管理与企业绩效之间的关系,同时也有很多的学者从不同的角度出发构建客户知识管理模型,但是至今客户知识管理仍然是一个新的研究领域,尤其国内的研究尚处于起步阶段。由于理论本身存在着视角的单一性,同时缺乏实践的有力支持,现有的研究结论不免存在着一定的缺憾。同时,该领域的研究大多集中于理论的探讨,实证研究尚不多见。
本研究以中国企业为背景,在对现有相关研究细致而深入的文献评述的基础上,提出了基于知识流程的客户知识管理模型,并验证了客户知识管理对企业绩效提升的影响。为了保证研究更加准确、更加深入、更加全面、更具有创新性,全文围绕客户知识管理这个核心概念,开展了如下的三个方面的研究工作。
首先,客户知识管理模型的构建。首先回顾了Wayland and Cole(1997)、Tiwana(2001)、Swift(2001)、Garcia-Murillo(2002)、Gebert(2003)等具有代表性的客户知识管理模型,从基于客户关系管理(Customer Relationship Management)的业务流程研究、基于知识管理(Knowledge Management)的业务流程的研究以及客户知识管理的驱动因素三个方面对现有的模型进行了评析。在文献回顾的基础上,汲取了各位学者关于客户知识管理模型研究成果的学术养分,构建了基于知识流程的客户知识管理模型。该客户知识管理模型由五种客户知识活动组成,并且包含了四种驱动因素和客户知识库这一信息技术的支持。
其次,量表的开发与修订。在构建客户知识管理模型的基础上,研究进一步将客户知识管理分为五个维度:客户知识获取、客户知识整合、客户知识共享、客户知识使用和客户知识创新,并开发出相应具有可靠性和有效性的测量量表。同时,研究涉及到企业客户响应能力这一核心概念,在Jayachandran、Herett and Kaufman(2004)构建的具有两个维度的客户响应能力问卷的基础上,结合客户服务和客户满意领域的相关理论,进一步细分企业客户响应能力为三个维度:企业客户响应速度、企业客户响应专业性和企业客户响应可获取性,并检验了该量表的可靠性和有效性。
最后,研究在完成了客户知识管理模型构建及其测量量表开发的工作后,进一步将该结论用于影响企业绩效提升的研究中。构建了以五种客户知识活动维度为前因变量,以三种企业客户响应能力为中介变量的企业绩效提升的研究模型,并提出了具体的研究假设。采用问卷调查的方式获取研究数据,对研究假设和模型进行了实证分析。结果表明,客户知识管理确实对于企业绩效提升有重要的作用,并且五种客户知识活动对于企业绩效提升的影响作用是不完全相同的,其中客户知识共享对于企业绩效的提升无显著影响,其他四种客户知识活动对于企业绩效影响的程度从大到小依次为:客户知识创新、客户知识整合、客户知识使用和客户知识获取。进一步,证明了企业客户响应能力的中介作用,三个能力维度对于不同的客户知识活动与企业绩效之间关系的中介作用呈现出不同的特征,其中客户响应速度是客户知识获取和客户知识应用的完全中介变量,是客户知识整合的部分中介变量,对于客户知识共享和客户知识创新不具有中介作用。客户响应专业性是客户知识获取和客户知识应用的完全中介变量,对于客户知识整合、客户知识共享和客户知识创新不具有中介作用。客户响应可获取性是客户知识获取的完全中介变量,是客户知识创新的部分中介变量,对于客户共享不具有中介作用。研究并对假设检验结果进行了理论分析和解释。在分析中该研究还得到了意外的收获,客户响应能力的三个维度之间是具有相互影响关系的,即企业客户响应可获取性会正向影响企业客户响应速度和企业客户响应专业性,研究同时对这两条新发现的路径关系进行了尝试性的理论探讨。
本研究的主要贡献在于:(1)依托知识管理和客户关系管理的相关理论,以企业流程为基础构建了基于知识流程的客户知识管理模型。(2)将客户知识管理分为五个维度:客户知识获取、客户知识整合、客户知识共享、客户知识使用和客户知识创新,并开发了具有可靠性和可信性的测量量表。(3)提出并验证了企业客户知识管理——企业客户响应能力——企业绩效,这一具有中介效应的模型结构。
In recent years, with the global knowledge-based economy, as well as the rapid development of technology information so that enterprises are facing increased pressure to innovate, so many companies to introduce the customer knowledge management(CKM) concepts and practices, through alliances with customers and learning to adapt to environmental changes. As the development and extension of knowledge management and customer relationship management, it has been recognized that customer knowledge management has great influence on organizational performance, at the same time; many enterprises have already carried out the corresponding practice. Therefore, the search on the construction of the model of customer knowledge management and its relationship with organizational performance become the popular research focus. Wayland and Cole in 1997 first put forward the definition and the theoretical models of Customer Knowledge Management; it is a new research field, while the domestic research is still at the initial stage. Many scholars propose the great influence that customer knowledge management has on organizational performance based on different theories, and a lot of researchers pay more attention on the construction of the model of CKM. However, because the theory itself mostly arrived from certain single perspective, while with the lack of practical support, the conclusions of the study still have certain shortcomings.
At the same time, empirical research in this field is still rare.
This study takes Chinese enterprises as background, based on the thoroughly literature review of research in this field, the model of customer knowledge management based on the customer knowledge activities is put forward and the relationship between customer knowledge management and organizational performance is verified through empirical research. In order to make the research more precise, comprehensive and innovative, following the core concept of customer knowledge management, three parts of research work are conducted.
First of all, construction of customer knowledge management model. The typical model constructed by Wayland and Cole (1997), Garcia-Murillo (2002), Tiwana (2001), Gebert (2003) and Swift (2001) are reviewed and analyzed on three viewpoints: CRM-based business processes research, KM-based business process research and contextual factors of CKM. Base on the literature review, this thesis synthesized those researchers' opinions, and construct the customer knowledge management model. The customer knowledge management model is composes of five customer knowledge activities, and includes four contextual factors and customer knowledge repository.
Then, development and recension of the questionnaires. Base on the construction of customer knowledge management model, further the research divides the customer knowledge management into five dimensions: customer knowledge acquisition, customer knowledge integration, customer knowledge sharing, customer knowledge use and customer knowledge innovation. And the reliability and validity of the scale are verified through empirical research. At the same time, customer response capacity is another core concept in this research. Base on the questionnaire designed by Jayachandran, Herett and Kaufman in 2004, which divide customer response capacity into two dimensions, and the theories of customer service and customer satisfaction, this research further specified three dimensions of customer response capacity: customer response speed, customer response expertise and customer response accessibility. The reliability and validity of this scale are verified through empirical research.
At last, this research further used the model we had constructed and the scale we had developed above to the study of organizational performance. And used five kinds of customer knowledge activities as the antecedent variables and three kinds of customer response capacities as the mediator factors to build and test an organizational performance improvement model. Based on the data acquired through questionnaire administration, the research tests the hypothesis and theoretical model. We got the results as follows: (1) customer knowledge management plays an important role in the improving of organizational performance, however, the role five customer knowledge activities plays varies from one to another, in which customer knowledge sharing has no significant effect on the improvement of organizational performance, and customer knowledge innovation is the most important factors, customer knowledge integration is the second, customer knowledge use is the third and customer knowledge acquisition is the fourth. (2) Customer response capacity is the mediator between customer knowledge management and organizational performance. Specifically, customer response capacity is not the mediator between customer knowledge sharing and organizational performance for the influence customer knowledge sharing plays on organizational performance is not significant. Customer response speed is the full-mediator between customer knowledge acquisition, customer knowledge use and organizational performance, is the semi-mediator between customer knowledge integration and organizational performance and it is not the mediator between customer knowledge innovation and organizational performance. Customer response expertise is the full-mediator between customer knowledge acquisition, customer knowledge use and organizational performance. Customer response accessibility is the full-mediator between customer knowledge acquisition and organizational performance, and it is the semi-mediator between customer innovation and organization performance. (3) We find two surprising result, that the customer response accessibility has significant influence on customer response speed and customer response expertise. (4) The research gives out reasonable explanation and analysis of the hypothesis and the surprising results.
The main contribution of this research is as follows: (1) Rely on knowledge management and customer relationship management theory, the research constructs a customer knowledge activities-based customer knowledge management model. (2) Customer knowledge management has been divided into five dimensions: customer knowledge acquisition, customer knowledge integration, customer knowledge sharing, customer knowledge use and customer knowledge innovation, and developed a scale with the good reliability and validity. (3) Proposed and verified the model of customer knowledge management—customer response capacity—organizational performance.
引文
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