Abstract
Article history: Received October 16, 2012 Received in revised format 27 December 2012 Accepted 12 January 2013 Available online January 14 2013 Customer relationship management (CRM) plays essential role on the success of many business units. CRM integrates necessary data from internal and external sources to assist managers and employees for business development. This paper attempts to analyze relationship between CRM, organizational learning, and knowledge management. Research population includes travel agencies in Tehran, Iran and their manager are considered for the purpose of this study. This research has four variables 1Successful implementation of KM, 2Organizational learning, 3customer orientation, and 4information share with customers. The preliminary results of this survey indicate that any development of CRM will significantly contribute relative efficiency of this travel agency. The results also indicate that there is a meaningful relationship among components of CRM including organizational learning, and knowledge management in this travel agency. © 2013 Growing Science Ltd. All rights reserved.
Highlights
Organizational knowledge management (KM), often called as “the learning organization,” plays an essential role in the context of organizational literature and there are literally many studies associated with. Alavi and Leidner (2001) described KM as a tool for management of knowledge based tangible resources depending on how they are combined and applied, which is a function of the firm's capabilities. Sun et al (2006) described this process as “adaptive learning,” the process of using the firm's necessary information to extract market and competitive intelligence
The results indicate that there is a meaningful relationship among components of Customer relationship management (CRM) including organizational learning, and knowledge management in this travel agency
CRM implementation has normally taken the form of extended sales automation systems and enterprise resource planning (ERP) systems, in most cases replicating an existing process based on modern database and networking systems
Summary
Organizational knowledge management (KM), often called as “the learning organization,” plays an essential role in the context of organizational literature and there are literally many studies associated with. Alavi and Leidner (2001) described KM as a tool for management of knowledge based tangible resources depending on how they are combined and applied, which is a function of the firm's capabilities. Sun et al (2006) described this process as “adaptive learning,” the process of using the firm's necessary information to extract market and competitive intelligence. Alavi and Leidner (2001) described KM as a tool for management of knowledge based tangible resources depending on how they are combined and applied, which is a function of the firm's capabilities. CRM implementation has normally taken the form of extended sales automation systems and enterprise resource planning (ERP) systems, in most cases replicating an existing process based on modern database and networking systems. The resulting solutions have effectively improved traditional sales management, providing with real-time sales planning, pipeline reporting, sales team development and project tracking capabilities. The firm's CRM system need to disclose important factors for clients promoting a consumer-oriented philosophy, using customer-based measures, developing end-to-end customer management processes for serving customers, providing customer support, and tracking various sale’s perpectives. The system needs to create a holistic view of customers' sales and services information
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