Analyzing the Impact of Knowledge Management on CRM Success: The Moderating Effects of Organizational, Technological, and Customer Orientation Factors

hossein bodaghi Khajeh Noubar


Purpose. Customer knowledge is so important to have a personalized long-term relationship with customers and KM can be a determinant of the CRM success. There are also other factors such as organizational factors, CRM technology, and Customer orientation that will be discussed later in this article. Consequently, our research question is the following: Is KM the main factor which can determine the successful implementation of CRM?


Methodology. Data were collected, factors were analyzed, the measurement scale was validated, and then the correlation and Multiple Moderating Regression method was used to empirically test our proposed CRM success model. The statistical population of our empirical study includes the Gas organization's employees. We chose this firm because one of the most important issues of people's everyday life is Gas, and even a very small problem with that leads to customer dissatisfaction and also has impacts on people's budget; so their relationship with customers plays a very important role in their industry. Since this research focuses especially on marketing and sales departments that are more in touch with customers, our sample consists of all 50 employees from these departments of Gas Organization. After reviewing several studies, we have used a measurement scale for our model variables that is already used by Moreno & Melendez (2011). Then it was confirmed by 2 researchers in the topic. This measurement scale includes 40 items.

A 5-point Likert scale (1=never, 5=always) was used to measure KM capabilities variables (including Knowledge acquisition and application, and Knowledge diffusion) and Organizational variables (including Employees and leadership), and another 5-point Likert scale (1=totally disagree, 5=totally agree) was used to measure another Organizational variable (including Organizational structure) and CRM technology, Customer orientation, and CRM financial and marketing results.

Results. As it was shown in the literature, Results of the tests confirm the role of KM capabilities in CRM successful implementation for the Gas organization; therefore, it is suggested that service firms pay special attention to the improvement of their KM capabilities. Organizational variables, customer orientation, and CRM technology do not have moderating roles in CRM-KM relationship. We presume that because the Gas organization is a governmental organization in Iran that has no competitor and people strongly need it and depend on it, its staff and managers do not tend to satisfy their customers and customer orientation culture is not seen in this industry

The theoretical contribution. Very little studies have quantitatively investigated knowledge management from the perspective of customers. Drawing on social exchange theory and marketing theory, this study develops a model of Knowledge management and customer relationship in Iranian communities.

Practical implications. This research helps enterprise to enable knowledge management efficiently, i.e. to accumulate critical high quality market, technology, product, and customer knowledge resources and manage their sharing, dissemination, creation and exploitation at high speed in order to response to market changes and customer needs quickly and effectively.


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