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Collaborating to innovate: Effects on customer knowledge management and performance

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  • Fidel, Pilar
  • Schlesinger, Walesska
  • Cervera, Amparo

Abstract

Scholars regard customer knowledge management (CKM) as a strategic resource for businesses to improve innovation, facilitate the detection of new market opportunities, and support long-term customer relationship management. However, literature suffers from a lack of understanding of customer collaboration's role in the innovation process and innovation orientation in CKM. Accordingly, this paper tests a model examining how both variables act as antecedents of CKM. The model also explores CKM and customer collaboration's effect on marketing results. Findings have important academic and managerial implications, and show that collaboration with customers and openness to innovation are key inputs because of their effects on CKM and marketing results.

Suggested Citation

  • Fidel, Pilar & Schlesinger, Walesska & Cervera, Amparo, 2015. "Collaborating to innovate: Effects on customer knowledge management and performance," Journal of Business Research, Elsevier, vol. 68(7), pages 1426-1428.
    • Handle: RePEc:eee:jbrese:v:68:y:2015:i:7:p:1426-1428
    DOI: 10.1016/j.jbusres.2015.01.026
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    References listed on IDEAS

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    1. Kathleen M. Eisenhardt & Jeffrey A. Martin, 2000. "Dynamic capabilities: what are they?," Strategic Management Journal, Wiley Blackwell, vol. 21(10‐11), pages 1105-1121, October.
    2. Lionel Nesta & Pier Paolo Saviotti, 2005. "Coherence of the Knowledge Base and the Firms’ Innovative Performance. Evidence from the Bio-Pharmaceutical Industry," SciencePo Working papers Main hal-03417696, HAL.
    3. Lionel Nesta & Pier Paolo Saviotti, 2005. "Coherence Of The Knowledge Base And The Firm'S Innovative Performance: Evidence From The U.S. Pharmaceutical Industry," Journal of Industrial Economics, Wiley Blackwell, vol. 53(1), pages 123-142, March.
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