The aim of this study is to model and evaluate customer knowledge management (CKM) processes in industrial companies affiliated with the Mostazafan Foundation. This research is applied in terms of purpose and descriptive-analytical in nature. It adopts a mixed-methods approach and has been conducted in both qualitative and quantitative phases. The statistical population in the qualitative section included academic experts and managers of industrial companies under the Mostazafan Foundation. Using the snowball sampling method and the principle of theoretical saturation, 12 individuals were selected as the sample. The data collection tool in the qualitative phase was a semi-structured interview, grounded in a previously extracted theoretical framework. Data analysis in this section was performed using grounded theory. The results of the qualitative phase were presented in the form of four main categories and nineteen subcategories. The quantitative part of the study was conducted using a researcher-made questionnaire derived from the qualitative model and distributed within the statistical population. After confirming the validity and reliability of the questionnaire, 213 participants were selected through random sampling to complete the questionnaires. The findings of the qualitative phase indicated that the dimensions, drivers, strategies, and consequences of the customer knowledge management model in the studied industrial companies include the following elements: assessment of the current state of organizational knowledge; collection, documentation, and transfer of customer knowledge; effective communication with customers and a comprehensive understanding of their needs and preferences; focus on the process of knowledge creation around the customer; psychological profiling and behavioral analysis of customers; customer feedback strategies (through surveys, comments, reviews, and interviews); emphasis on the company’s knowledge-based products; reviewing the history of current customers (previous purchasing behaviors); implementing creative ideas for products and services; training in knowledge transfer and management methods; strengthening technological infrastructure; co-creation of value with customers; benchmarking sales of new products against competitors’ products; measuring goal attainment levels; enhancing efficiency in customer service and customer orientation; digital self-service adapted to customer needs (in the area of customer support); intelligent routing of customer requests to relevant experts; maximizing value creation from knowledge; strategic-level knowledge management; and improving quality and speed in decision-making and customer service. The causal pathways and relationships between external and internal constructs of the structural model were validated using confirmatory factor analysis.
Nezhadafshar et al. (Wed,) studied this question.