A case of managing customer relationship management systems: Empirical insights and lessons learned

Abstract

Purpose: The objective of this research paper is to show empirical evidence that supports a set of research proposition that was synthesized based on knowledge seeking and stakeholder literature. These propositions, which are related to the knowledge seeking strategies adopted by knowledge seekers and the knowledge stakeholder settings that exist in firms, are explored using the data collected from focus group discussions. Design/methodology/approach: Data collected from focus group discussions were interpreted through qualitative content analysis, resulting in discussions and findings that deliver strategies for knowledge seekers who quest for tacit knowledge. Findings: Empirical data from this study reveals strategies, ascertained from the context of three knowledge stakeholder including; powerful stakeholders, legitimate stakeholders and urgent stakeholders, each of which may be adopted in seeking tacit knowledge. Originality/value: The study proposes to tackle the issue of human centric knowledge seeking from the perspective of stakeholder theory in organization context. Knowledge stakeholders, such as external customers and internal supportive staffs and co-workers, are bearers of tacit knowledge and so identifying the knowledge stakeholders is crucial to leverage their knowledge for the firm's benefit.