THE RELATIONSHIP OF CUSTOMER KNOWLEDGE, KNOWLEDGE
MANAGEMENT AND SERVICE QUALITY ON CUSTOMER SATISFACTION:
A STUDY OF RETAIL ISLAMIC BANKING
1Khairul Firdaus Adrutdin, 2Azlan Ali, 3Nadiah Mohamad Nor and 4
Mohamad Sofuan Mohamad Saleh
1
Universiti Kuala Lumpur, Malaysia Institute of Industrial Technology, Johor, Malaysia.
2
Universiti Kuala Lumpur, Business School, Kuala Lumpur, Malaysia.
3
Universiti Kuala Lumpur, Malaysia Institute of Industrial Technology, Johor, Malaysia.
4
Selangor International Islamic University College, Malaysia 1 khairulfirdaus@mitec.unikl.edu.my , 2 azlanali@bis.unikl.edu.my, 3 nadyamohamadnor @gmail.com 4 msofuan@kuis.edu.my ABSTRACT
Knowledge management (KM) has been identified as one of the new economic assets of an organisation as it entails to a more relationship oriented business process that use knowledge sharing as the framework to increase its service quality for the benefits of customer satisfaction. This study aims to discuss on the relationship of customer knowledge, knowledge management and service quality on customer satisfaction in retail Islamic banking environment. In depth study on the service quality (SQ) aspect in the retail Islamic banking was firstly conducted in order to identify the element of knowledge that resides in the service quality items and how it relates to the customer knowledge and customer satisfaction. Secondly, the construct of KM relationship between the service quality, customer knowledge and customer satisfaction is critically assessed. The focus of KM is on the effective knowledge transfer process via the SECI model where the knowledge acquisition and sharing process in the retail Islamic banking segment is applied. A conceptual framework for the KM application in the retail Islamic bank is to be reviewed and the empirical studies are to be examined so as to assess on the obtained relationships.
Keywords: Service quality, customer knowledge, knowledge management, customer satisfaction,
retail Islamic banking.
1. INTRODUCTION
The importance of customer satisfaction has been highlighted by many researchers and academicians all around the world. Satisfaction is an overall customer attitude or behaviour towards a service provider or an emotional reaction towards the difference between what customers expect and what they receive regarding the fulfilment of some desire and goal (Hansemark and Albinson, 2004; Hoyer and Maclnnis, 2001). In the new era of generation nowadays, the importance of customer satisfaction is paramount as it greatly influences customers’ repurchases whereas dissatisfaction is seen as a primary reason for customers’ intention to switch. Satisfied customers are most likely to share their experiences with other few people around them. The importance of
customer satisfaction cannot be dismissed because happy customers are given the satisfaction to the company as well. Thus, in order to meet customer expectations, the organizations should take up a more comprehensive management approach. There is no doubt that companies nowadays have realized the significance of being customer focused and the uses of knowledge based strategies to reach to their customers could be the new concern. As such, the application of knowledge management (KM) and its relationship with service quality (SQ) are of the relatively effective approaches in facilitating the move of the organization towards putting customer as the first priority.
Customer satisfaction is significantly and positively associated with customer loyalty. Customer satisfaction can be seen as one of the main instruments that ensure the existence and survival of business organizations. It is very important for the business organizations to consider offering what the customers want rather than offering quality goods and services which may not meet up with the customers’ expectations. Customer satisfaction can be said to be in existence when the expectations of the customers are met or surpassed by the services or products of a business organization. In order to maintain the business through the satisfaction of customer, the application of knowledge management and its integration with service quality has to be measured in every organization.
In the context of Islamic banking, its wider attention including from among non-Muslims has make it inevitable for the inclusion of KM practise. Islamic banking is an activity that is consistent with Islamic law or Shari’ah which highlighting on the promotion of a greater degree of fairness and equity in the conduct of economic and business transactions. As Islamic banking is part of the economic and business growth, it is important that its every business and operational transactions are able to meet up the customer satisfaction value. The fulfilment of customer satisfaction though the use of Service Quality (SERVQUAL) has long been in practice where the gap between customer expectations and perceptions are identified and analysed accordingly. However, on the aspect of obtaining the customer knowledge (CK) for the better input of SERVQUAL information outcome is yet to be refined. This is where the knowledge management (KM) application comes as new management approach to consolidate on the output for customer satisfaction.
The positive perception of customers especially among non-Muslims toward Islamic banking is far more crucial to be examined, especially due to the fact that Islamic banks have to compete with conventional banks that have long existed in the dual banking system. Apparently in recent years, non-Muslims have become the major users of Islamic banking products and services. Many Islamic banking literatures assert that although Islamic banks perform mostly similar functions to that of conventional banks, their approach is distinctly different (Iqbal and Mirakhor, 2007). Islamic banking is a form of financial system that is based on Shari’ah, or the body of Islamic law. Abdullah and Chee, (2010) stated that the underlying key principles are belief in divine guidance, prohibition of interest and haram investments, encouragement of risk sharing and financing is based on real assets. The concept of Islamic banking is open to facilitate the financial needs and services to both the Muslim and non-Muslim societies of which it offers an alternative to the conventional banking system. Moussawi and Obeid (2011) added that the activities of Islamic banking stretch out in the notion that the financier is committed to sharing both the benefits and risks of the financing with the borrower. While operating on a profit and loss sharing (PLS) mechanism, Islamic banking conceptually also ensures better social justice in the distribution of economic resources and wealth (Erusan and Ibrahim, 2007). In addition, Islamic banking effort in improving the Muslim community can be seen as a sort of fard kifayah (Hasan, 2011) and in such a way it also offers relevant parties mutual benefits and potentially shared value (Paton, Jan and Al-Rajhi, 2011).
In its noble duty to fulfilling the societal needs, delivering of the knowledge and understanding of Islamic banking products to the general public is as well important and should not be taken for granted as this would in a way affect customer satisfaction. This is due to the fact that most of the retail customers either Muslims or non-Muslims would have their perceptions that Islamic banking products are mere replication and modification of conventional product designs and that put it as the norm that Islamic banking are providing cover for the taking of interest through the back door (Hasan, 2010). Studies conducted in the Malaysian context by Ahamad and Haron (2002, quoted in Gait and Worthington, 2008), stated that generally the customers had a low level of knowledge of Islamic finance and banking concept. Meanwhile, Lee (2011), through the article written in The Star Online, has reported that market share for Malaysian Islamic finance deposit is between 15 to 17 per cent and only 20 per cent of these deposits are contributed from the general public and the bulk are form the government and corporations. Additionally, Nienhaus (2011) further added that, in the context above, the scenario is not much encouraging given the reason that most average individuals are reluctant to have their deposits with Islamic bank since they are unsure of the benefits that can be obtained as compared to the conventional bank. This has indicated that the retail customers are still lacking in terms of knowledge in Islamic banking and according to Rammal (2010) it has becoming part of the challenges that Islamic banking has to face as it continues to expand globally.
Pertinent to the customer perception, having the appropriate approach in increasing the retail banking customer satisfaction through imparting of the knowledge of Islamic banking among them in an integrated manner such as knowledge-building program can be seen as helping to create a relationship equity basis. According to Kotler (2003), relationship equity is the tendency of a customer to remain loyal to a brand name, above and beyond objective and subjective assessments of its worth. Undoubtedly, a higher customer loyalty would regard in higher customer equity while a higher customer satisfaction would result to high customer loyalty. Hence, one of the tenets in increasing the customer satisfaction is through the conceivable knowledge management (KM) and as a matter of fact, knowledge is part of the items assessed by customer in the service quality gap analysis
2. BACKGROUND OF STUDIES
As Malaysia is one of the Islamic countries, the roots of Islamic banking went back to 1963 when the government established Tabung Haji or Pilgrims Management and Fund Board. The main purpose of established the institution for those Muslim intend to perform pilgrim (Hajj) and invest the savings of the local Muslims in interest free places. The growth of Islamic banking can be attributed to the desire of retail banking customers who were striving to invest their money in accordance with their personal belief. Islamic bank today exist in all parts of the world and are looked upon as a viable alternative system which has many things to offer.
Basically, Islamic bank was initially developed to fulfill the needs and wants of the Muslims. Government of Malaysia established Bank Islam Malaysia Berhad and it was the first Islamic bank and followed by Bank Muamalat and other conventional banks that carry out the Islamic banking business transactions. Bank Islam Malaysia Berhad (BIMB) was established in July (1983) and carries out banking business similar to other commercial banks, but along the principles of Islamic laws (Shari’ah). It is especially true for Muslim world where presently Islamic banking strides at two separate fronts. At one side, efforts are also underway to cover the entire financial systems in accordance to Islamic laws (Shari’ah). At the other side, separate Islamic banks are allowed to
operate in parallel to conventional interest based banks. This is complying with Shari’ah, meaning that the conventional bank are adapt to the Islamic bank. Government decided to allow other conventional banks to offer Islamic banking services using their existing infrastructure, such as AmIslamic bank because it is deemed to be the most effective and efficient mode of increasing the number of institutions offering Islamic banking services at the lowest cost.
Islamic banking is conducted on the basis of Islamic principles, particularly the prohibition of giving or taking interest (Siddiqui, 1992). Islamic banking is no longer regarded as a business entity striving only to fulfil the religious obligations of the Muslim community, but more significantly, as a business that is ineluctably in need for winning over new customers and at the same time retaining the old one (Dusuki and Abdullah, 2007). Gradually Islamic banks have played an important role for the overall Malaysian financial market (Dusuki and Abdullah, 2007) and sustaining the acquired market share would entail high customer satisfaction feedback. Jamal and Naser (2002) conducted a study on customer satisfaction and retail banking, an assessment of some of the key antecedents of customer satisfaction in retail banking. They examined some dimension to the formation of overall customer satisfaction namely service quality, dimensions of service quality, tangible dimension of service quality, and customer’s expertise. This study found that, all of dimensions affected to the customer satisfaction.
On the other hand, in a previous Bank Negara Malaysia Financial Master Plan 2001, it was recommended that under the Institutional Capacity Enhancement, a complementary measure should be undertaken in order to increase the awareness and knowledge of the public on the Islamic banking operational and product offerings. Regular promotional and knowledge sharing should be undertaken so as to facilitate the transfer of knowledge in Islamic banking. This initiation could be achieved through the innovative and capable strategic management team that can provide the enhanced knowledge. In view of the above scenarios, it is much important to have the support for the Islamic banking growth through the mechanism of applied knowledge management (KM) function that can produce the outcome of increased customer satisfaction. Kotler (2003) also added that the increased customer satisfaction would help to constitute a relationship capital where its value created is embedded in the cost and profit estimations in any organization growth trajectory. Therefore, this study is undertaken in the backdrop of the government of Malaysia’s aspiration of becoming the main Islamic financial hub and with the focus on the dynamics of knowledge transfer through the concerted medium of KM and SQ function.
3. RATIONALE OF STUDIES IN RETAIL ISLAMIC BANKING
Customer satisfaction in banking industry is closely linked to the customer increasing demand and the perception over the quality of services rendered upon product utilization. The needs for using the banking products and services are inevitable since most of daily and business transactions involving monetary values are being kept confined through the banking medium due to safety and confidentiality reasons. Customers would deem the bank as the entrusted party to safeguard their current and fixed assets due to the fact that tight policies and procedures are being implemented with strong governance. The confidence that the customers have over the banking operational activities and procedures have in line increases the investments level to the bank as well the customers themselves. Having the bank in fulfilling the monetary transactions is a staple relationship between the transacted parties of which the banks and customers are creating a long term affiliation based on the satisfactory services rendered through time.
Berli et al., (2002) had implied that the banking products were given lesser attention as most of the banks are offering similar products to one another and as a result, customers are more inclined to gauge their satisfaction over the services rendered. A study conducted in Kuwait retail
banking segment by Alhemoud (2010), suggested that in general customers are more satisfied in terms of services provided and are least satisfied with product attributes such as interest rates on loans and interest rates on savings. Lymperopoulus et al,.(2006), further added that with the customers’ changing behaviour pattern and requirement for better services, the process of delivering the functional quality service is much more difficult especially if a long-term establishment of relationship with customers is seek out by the bank.
Previous study undertaken by Levesque and McDougall (1996) suggested that service quality, service features and customer complaint handling are the determinant criteria that influence the customers’ decision over the choices in the banking selection. Choice criteria that have the influence over the decision in selecting a bank is very much important and the most critical is the service quality that include staff conduct, reliability and responsiveness (Lymperopoulus et al., 2006) while tangible dimension of service quality as stated by Jamal and Naser (2002) is also very much imperative aspect.
With regards to the customer satisfaction in the banking sector perspectives, the summary for customer satisfaction dimension for the retail conventional and Islamic banking are as Table 1.1 and Table 1.2 below.
Table 1.1: Customer satisfaction dimension in Conventional banking. Source: Author’s own.
Conventional Banking
Author Dimensions in Banking Sector
Beerli et al., 2004 Switching cost, perceived quality, and loyalty.
Gupta and Dev, 2012 Service quality, ambience/hygiene, involvement, accessibility & financial.
Clemes et al., 2010 Price, reputation, service quality, effective advertising competition, involuntary switching, distance and cost. Jamal and Naser, 2002. Core, relational and tangible dimension of service
quality.
Levesque and
McDougall, 1996.
Core, relational, tangibles, enabling, competitive, customer satisfaction, future intentions.
Wang et al., 2003. Tangible, reliability, responsiveness, assurance, empathy, overall service quality, product convenience, product availability, overall product quality and bank reputation.
Horn and Rudolf, 2011. Service environment quality, interaction quality, service product quality.
Spathis et al., 2004. Effectiveness and reliability, assurance, tangibles and service portfolio, access, price and, access and tangibles.
Allred and Addams, 2000.
Access, courtesy, communication, credibility, security, empathy, tangibles, basic service, fairness, fixing mistakes and guarantees.
Garg et al., 2014. Convenience, services cape, core service, customization, value addition, marketing mix, employees, speed, service process, customer interaction, presence of other customers, and online aesthetics.
Table 1.2: Customer satisfaction dimension in Islamic banking. Source: Author’s own.
Islamic Banking
Author Dimensions in Banking Sector
Dusuki and Abdullah, 2007.
Knowledgeable and competent personnel, reputation and image, working environment, friendly personnel, customer service quality, location, convenient and product price, social responsibility.
Hossain and Leo, 2009. Reliability, competence, tangibles and empathy. Amin et al., 2011. Response and prompt service, financial services
advice, variety of products and services, and better profit.
Echchabi and Olaniyi, 2012.
Service quality, convenience, religious motivation, knowledge and competency.
Alhemoud, 2010. Availability, safety, accessibility, efficacy, convenience, prices and rates, and e-banking quality service.
Ahmad et al., 2011. Customer interaction, brand and recommendations, technology and physical facilities, convenience and financial benefits.
Amin et al., 2013. Response and prompt services, financial services advice and, products and services provided.
Osman et al., 2009. Compliance, assurance, reliability, tangibles, empathy and responsiveness.
Al-Eisa and Alhemoud, 2009.
Fast service, courtesy, convenience, helpfulness, self-banking service, service charges, handling of complaints, location, parking space, range of services, cleanliness and privacy.
Amin and Isa, 2008. Tangibles, reliability, responsiveness, assurance, empathy & compliance.
Kumar et al., 2010. Tangibility, reliability, competence & convenience. Estiri et al., 2011. Empathy, assurance, tangibles, responsiveness &
reliability.
With the conventional and Islamic banking customer satisfaction dimension analysed, both perspective stress out on the significance of each of the elements in order to fulfil the customer satisfaction. Many aspects have been taken into effect and the focus is drawn on these attributes which reflects the banks’ effort in establishing its large customers base. One of the items drawn out is the item of knowledge which has been mentioned in some of the studies undertaken and it is therefore also important that the item is further explored in the light of its relation to customer satisfaction. However, as much as the customer satisfaction is concern, the element of customer knowledge is also rather somewhat important. As the interaction between the customer and business entity especially in the financial institutions becomes more advance, the acquisition of the customer knowledge would be beneficial in the sense that it could impacting the business viability. Customer knowledge can be referred to as the process of understanding the customers’ current and future needs and preferences through the interaction, observation and analysis of their demand and purchase behaviour (Tseng and Wu, 2014; Lee et al., 2011). It is more on acquiring the valuable information that surrounds the customers that could help to provide new business direction and strategy. On the other hand, the level of customer knowledge is a contributing factor to which extent the customer process and analyse the product or service related features (Yoon et al., 2012).
The customer knowledge can be classified into three components namely knowledge for customers, knowledge about customers and knowledge from customers (Davenport, 2001; Rowley, 2002; Gebert et al., 2003; Chen and Su, 2006; Chua and Banarjee, 2013). The essence of customer knowledge can be summarised as below Table 1.3. Customer knowledge in this regard is a valuable asset to an organization where it is acquired for the purpose of improving of the products or service offered in the market place.
Table 1.3: Customer knowledge items. Source: Author’s own.
Customer Knowledge Items Definition
Knowledge about customers (KAC) Customers’ background, motivation, expectation and preferences on products or services.
Customers’ past, present and future needs, desire, taste and trends.
Information regarding the customers purchases, payment, motivation, habits and demand pattern. Knowledge for customers (KFC) Customers’ needs for knowledge on products and
services.
In support for customers’ decision making and assist in their buying cycle.
Information or knowledge on product or service that is given to the customers upon their utilisation or usage. Knowledge from customers (KFrC) Customers’ information and knowledge sharing.
Knowledge acquisition from customers for product and service enhancement.
Information or knowledge that the customer shares with the company through their feedbacks.
The banking sector especially the Islamic banking practice is one of the mainstream economic drivers in Malaysia and the knowledge of Islamic economic system is the essence of the pursuance of successful Islamic banking over the years. With regards to its maqasid al-Shari’ah or goals of the Shari’ah, of which the aim is to enable growth and justice in the economy, Islamic banking should be able to cater for the societal needs that cover the aspect of faith, intellect, posterity and wealth (Ahmed 2011). In the Islamic financial institutions, the societal role or more specifically, the socially responsible activities are determined into two aspect namely the market segment and needs/purpose. Table 1.4 below further explain on the details.
Table 1.4: Islamic banking social goal aspect.
Source: Ahmed, 2011, Maqasid Al-Shari’ah and Islamic Financial Products: A Framework For Assessment, ISRA International Journal of Islamic Finance.
Social Goal Aspect Explanation
Market segment
The social orientation will depend on the type of market segment.
Market segment for the retail section consist of the high-income, middle-income and the poor group.
Market segment for the business sector comprise of large, medium and small/micro enterprises.
The social goals fulfilment would entirely depend on the market segment and its financial needs.
Needs/Purpose
The social orientation for Needs/Purpose in Islamic banking is depending on the hierarchy of needs from an Islamic point of view.
Hierarchy of needs which depends on the level of maslahah or welfare consist of fulfilment of necessities (daruriyat), complementary requirements (hajiyyat) and embellishments (tahsiniyyat).
Necessities relates to products that satisfy the basic needs such as mortgage and financing, complementary are the product or service that added more satisfaction to the basic needs such as cash reserve and insurance while the embellishments would relate to the higher level or growth needs like the stocks and bonds.
With reference to the social goal aspects, the knowledge on the customers’ background is thus important where the valuable information pertinent to the customers’ preferences and needs will be kept for future market profiling purposes based on the maqasid al-Shari’ah orientation. Those items will be the knowledge derived for the Islamic bank while the feedback and concerns from the customers would be reviewed and further investigation is necessary for future needs.
The items of knowledge in the Islamic banking would stem from the aspect of product concept, operations and instruments as well as the terminologies. With regards to the Islamic banking knowledge, a study conducted by Md Saad and Duasa (2010) has revealed on the level of understanding on Islamic finance terminology. The study which was conducted on 2,000 Amanah Ikhtiar Malaysia (AIM) clients in Perak and Kelantan showed that the level of understanding is significantly low as the participants only familiar on the term Riba’ beside other terms listed in the survey. Listed in the below Table 1.5 are the findings.
Table 1.5: Understanding of the Islamic finance terminology.
Source: Md Saad and Duasa, 2010, ‘Determinants of economic performance of micro-credit clients and prospects for Islamic microfinance in Malaysia’, ISRA International Journal of Islamic Finance. Islamic
finance/banking terminologies
Degree of Understanding Respondents (Percentage)
Fully understand (%) Understand (%) No idea (%) Do not understand (%) Do not understand at all (%) Riba’ 14.0 64.2 2.4 17.7 1.7 Gharar 0.6 8.3 4.6 77.8 8.7 Mudarabah 1.2 19.1 5.2 67.4 7.1 Musyarakah 1.4 16.1 4.7 71.1 6.7
Bay’ Bithaman Ajil 0.9 10.3 4.2 76.2 8.4
Salam 5.6 26.4 3.1 58.7 6.2
Istisna’ 0.7 6.2 5.0 80.0 8.2
Qard Hassan 1.1 13.2 3.5 74.4 7.7
The dotted line in the Table 1.5 highlighted on the high percentage of customers’ who have low understanding of the Islamic banking terminologies.
Prior to Md Saad and Duasa (2010), Gerrard and Cunningham (1997) in their study have earlier revealed that there was a very poor awareness of the culture of Islamic bank where the understanding of the basic terminologies is limited. The study which was conducted in Singapore shows that both Muslim and non-Muslim have total lack of awareness on the aspect of the meaning of the fundamental terms of Islamic banking. Table 1.6 below displays the result obtained from the study.
Table 1.6: Knowledge basic on the fundamental of Islamic banking terminology.
Source: Gerrard and Cunningham, 1997, ‘Islamic banking: a study in Singapore’, International Journal of Bank Marketing.
Islamic banking terms Muslim correct responses n=29 Non-Muslim correct responses n=161 Riba’ 6 1 Shari’ah 9 3 Ijara 1 0 Mudarabah 1 0
Islamic banking terms Muslim correct responses n=29 Non-Muslim correct responses n=161 Musyarakah 1 0 Murabaha 0 0
Another study by Rammal and Zurbruegg (2007), has also addressed on the issue of the lack of understanding of the principles of the Islamic banking. A study conducted on the awareness of Muslim Australians of Islamic banking indicated that the lack of information and knowledge pertaining to the Islamic banking function has affected on the customers intention to purchase the Islamic banking product. The customers are much more interested in purchasing the Islamic banking products on the grounds that relevant benefits and access are duly provided. However, there were some concerns over the knowledge of Islamic banking where the issues like basic rules and principles of Islamic banking are not properly informed. The fundamentals like asset-backed system and profit and loss sharing in the stipulated contract could cause such confusion to the customers and these needs to be addressed in a manner that effective knowledge transfer takes place. It is suggested that the Islamic banking institutions to educate the customers beyond the normal marketing and advertisement plan in order to extend the maslahah (benefits) to the society (Rammal and Zurbruegg, 2007).
4. KNOWLEDGE MANAGEMENT
Knowledge management (KM) is of a great mechanism to customer support (Roy, 2013). It is a major driving force behind the knowledge creation, development and growth for the benefits of quality improvement as well as fundamental factor for an enterprise’s success (Wiig, 2006). Boljanovic and Stankovic (2012) implied that knowledge management is about acquiring knowledge with aim of achieving business goals and guarantee on the knowledge accessibility in the future. Ragab and Arisha (2013) and O’Dell et al., (1998) stated that knowledge management is a strategy where the right knowledge is transferred to the right people at the right time which can help putting up and sharing of the information for the purpose of organization improved performance.
Additionally, KM can also be summarised as the management of an organisation’s knowledge and its processes for the purpose of value creation and competitive advantages (Wong et al., 2013). The KM is becoming as one of the marketable commodities where the elements of knowledge is the driver for the economic transformation (Kakabadse et al., 2003). In a nutshell, KM is about managing effective knowledge process and transfer where the benefits of innovation and high service quality aspect would be the desired outcomes.
Studies trend conducted in the KM domain has suggested that in the subject category, the area of management and business has been given quite a substantial numbers of researches conducted whereas there are very low studies undertaken in the area of business finance (Dwivedi et al., 2011). On the other hand, in the sense of practical manner where the organisations manage its knowledge sharing and intellectual capital, financial services industries have the most frequent indication of their abilities in incorporating the KM as the management initiatives even though it is still at a relatively early stage of development (McCann and Buckner, 2004). In another aspect of KM which is in terms of research publications by country, USA and Taiwan have most of the publications while countries like Malaysia, Thailand and Singapore, the number of research publications are still low (Dwivedi et al., 2011).
However, according to Wiig (2006), there is no general approach which is commonly accepted in the knowledge management (KM) area. Some of the areas of knowledge management (KM) focus on the technical approaches such as acquiring knowledge from people via the knowledge-based computer system or more towards the technology-based network while some are focusing on the structural capital and human capital. Wiig (2006) further stated that the KM has been managed in an implicit ways for a very long time until recently that many organisations have resorted to manage it in an explicit ways where the emphasises are based on strategies for business, asset management, asset responsibility, knowledge creation and knowledge transfer.
5. CLASSIFICATION OF KNOWLEDGE
Generally, types of knowledge are divided into four as presented in the below Table 1.7. Table 1.7: Types of knowledge.
Source: Author’s own.
Types of Knowledge Explanation
Internal and External Knowledge The sources of knowledge that either come from the inside or outside of the organisation.
The internal sources can come from the company repositories while the external sources can be sought from internet or other companies’ experts.
Theoretical and Practical Knowledge The theoretical knowledge focuses more on the intellectual and descriptive discourse while the practical knowledge varies in the abilities and skills.
The practical knowledge can be gained from learning by doing activities while theoretical knowledge reflects on the basis of communication of knowledge.
Individual and Collective Knowledge Individual knowledge is the knowledge held by the individuals in an organisation.
Collective knowledge is derived through the communication and interaction among the employees in the organisation.
Tacit and Explicit Knowledge Resides within the individuals’ mind which is normally hidden and difficult to be communicated.
Knowledge that can be articulated, communicated and therefore, documented and shared across the organisation.
In terms of knowledge categorisation, the most widely accepted is the tacit and explicit category (Guchait et al., 2011; Meyer and Sugiyama, 2007). Therefore, this study will be focusing on the dimension of tacit and explicit knowledge and its relation to the customer satisfaction. Martensson (2000) and Guchait et al., (2011) further discussed that the explicit and tacit knowledge can be distinguished from the aspect below:
Table 1.8 Explicit and Tacit knowledge.
Source: 1. Martensson, M., 2000, A critical review of knowledge management as a management tool, Journal of Knowledge Management.
2. Guchait, P., Namasivayam, K. & Lei, P., 2011, Knowledge management in service encounters: impact on customers' satisfaction evaluations, Journal of Knowledge Management.
Explicit Knowledge Tacit Knowledge
Articulated. Unarticulated.
Codified. Hidden and not easily represented via
electronics medium.
Documented and transferrable. Undocumented and personal. Stored in external data bases and other various
forms.
Stored within the individual mind, perception, judgment and behaviour.
Availability in organisational repositories. Transferred through the people interactions and skills.
Not owned by individuals. Owned by individuals.
With regards to the knowledge management (KM) body of knowledge, another dimension that this chapter will discuss is on its knowledge management spectrum as well as on the knowledge management model. The knowledge management spectrum is basically the items that are used to assess or review current activities of the KM application in an organization. Divided into six elements, the spectrum is summarised as per below Figure 1.1.
Figure 1.1: Knowledge management spectrum.
Source: Binney, D., 2001, The knowledge management spectrum - understanding the KM landscape, Journal of Knowledge Management.
KM Spectrum
Transactional Analytical
Asset Management Developmental
Proses
Meanwhile, the relations of KM spectrum with its application segments as mentioned by Binney (2001) is reflected in the below Table 1.10.
Table 1.9: KM Spectrum and KM Applications.
Source: Binney, D., 2001, The knowledge management spectrum - understanding the KM landscape, Journal of Knowledge Management
KM Spectrum KM Applications
Transactional The usage of knowledge in the technology application. Help Desk Application, Customer Service Application & Service Agent Support Applications.
Analytical The interpretations and creation of knowledge based on the market place information via the range of business intelligence applications.
Data Warehousing, Data Mining, Business Intelligence, Management Information System, Decision Support Systems and Customer Relationship Management.
Asset Management Involve of the management of codified explicit knowledge and the management of intellectual property.
Intellectual Property, Document Management, Knowledge Valuation and Knowledge Repositories.
Process The improvisation of work-practices, procedures or
methodologies.
Improvisation process are through the internal lessons, best practices selection and benchmarking.
TQM, Quality Management, Business Process Reengineering and Methodology.
Developmental Focusing on the increasing of the competencies or capabilities of organisation’s knowledge workers.
Investments in human capital.
Skills Development and Staff Competencies.
Innovation & Creation - Providing environment for collaboration from different discipline in the creation of new knowledge.
- Networking, Virtual Team, Research & Development, Discussion Forums and Communities.
Binney (2001) further explained that the KM spectrum is developed with the aim of assisting the organization to comprehend on the range of KM options, applications and technologies available where the management could balance its direction and strategy in its KM applications. The KM spectrum is however, focusing more on the perspective of an organisation direction.
6. SECI MODEL
In terms of its application, the SECI model founded by Nonako and Takeuchi (1995) will be discussed as it is important that the tacit knowledge to add value to the knowledge acquisition especially in the context of Islamic banking scenario. According to Ragab and Arisha (2013), the SECI model is a widely used model since it is the foundation in the KM discussions. The adoption of SECI model is basically a knowledge creation and sharing which is a widely accepted model used in various management fields (Abdul Karim et al., 2012).
The Figure 1.2 below defined on the SECI model that relates how the interaction of tacit knowledge can be shared and transferred into explicit knowledge and add value to the knowledge resources and processes.
The SECI model put the organizational knowledge creation as the conversion between the tacit and explicit knowledge (Wu et al., 2010). The conversion process consist of four relative modes namely Socialisation (conversion of tacit knowledge to another tacit knowledge), Externalisation (conversion of tacit knowledge to explicit knowledge), Combination (conversion of explicit knowledge to another explicit knowledge) and Internalisation (conversion of explicit knowledge to tacit knowledge) (Wu et al., 2010; Easa and Fincham, 2012; Abdul Karim et al., 2012; Ragab and Arisha, 2013).
Based on this background, the SECI model can be regarded as one conceptualised framework to be applied in the Islamic banking customer knowledge management since the dissemination and sharing of knowledge in Islamic banking requires the importance and vitality of education aspect to the customers.
SOCIALISATION EXTERNALISATION Conversion of TK into TK
Involves social interaction Helps in knowledge creation
and sharing experience
INTERNALISATION COMBINATION
Figure1.2: SECI Model
Source: Ragab, M. and Arisha, A., 2013, Knowledge management and measurement: a critical review, Journal of Knowledge Management.
T ac it Kn o w led g e
Tacit Knowledge Tacit Knowledge
E x p licit Kn o w led g e E x p licit Kn o w led g e Explicit Knowledge Explicit Knowledge T ac it Kn o w led g e Conversion of TK into EK
Involves codifying process
Helps in knowledge capturing
Conversion of EK into TK
Involves knowledge application and used in practical manner
Represent notion of learning and re-experience
Becoming one’s knowledge
Conversion of EK into EK
Involves systematic mechanism
Helps communication and integration through networks and databases
7. ADOPTION OF SECI MODEL IN ISLAMIC BANKING PERSPECTIVE
Based on the SECI model explained above, it could be replicated into the practice in Islamic banking industry as a whole where the customers could be getting the benefits upon the aspect of knowledge sharing. In the effort of educating the customers about the Islamic banking practices, systems and products, it is very much essential to identify the social medium of interaction so as to impart the mu’amalat or the knowledge of Islamic rules on transactions at the first place. The mu’amalat body of knowledge deals with the people and the Islamic commercial laws which govern the commercial transactions which include the Islamic banking transactions. This is where all the Islamic banking products set up are based upon and produced to the marketplace. Therefore, the usable medium for socialisation, externalisation, combination and internalisation of the knowledge between the customers and the Islamic bank could be the concerted effort in ensuring that the process of imparting the knowledge is consistently done and aligned with the development of Islamic banking.
As in comparison with other industries especially in the Japanese manufacturing and automotive industry brand name such as Sony, Canon, Olympus, Toyota and Honda, the validity of SECI model has made its application of great value to the firm. The usability of SECI model which is based on the Japanese cultural context that permits the interactions between the tacit and explicit knowledge has created a successful organisational knowledge (Easa and Fincham, 2012). Thus, it can be suggested that by having the SECI model integrated with the KM spectrum, it would help on developing more effective knowledge transfer related to the Islamic banking products and services offered to the market. The adoption can be seen as a new way in educating and helping the customers in understanding the Islamic banking better, where the concept of risk and profit sharing is still the prominent features.
The proposed adoption of SECI model and KM Spectrum into the Islamic banking customer knowledge management practice could be defined as below Figure 1.3.
This study however, will be focusing on the process dimension in the KM spectrum as it is more related to the improvisation of work-practices and methodologies in creating higher customer satisfaction. One of the methodologies that is applied under the process spectrum is Service Quality (SERVQUAL) that measures the gap between customer perception and expectation on the services provided. Figure 1.4 below proposed on the relationship of the application model of SECI and SERVQUAL into the retail Islamic bank.
Figure 1.3: Adoption of SECI Model and KM Spectrum into Islamic banking CKM practice.
Source: Binney, D., 2001 and Ragab, M. and Arisha, A., 2013.
Externalisation Combination Internalisation Socialisation Transactional Analytical Asset Management Process Developmental Innovation & Creation Customer service application for TK to TK conversion Customer service application for TK to EK conversion Customer service application for EK to EK conversion Customer service application for EK to TK conversion
Business
intelligence application for TK to TK conversionBusiness
intelligence application for TK to EK conversionTacit Knowledge Explicit Knowledge
Business
intelligence application for EK to EK conversion Business intelligence application for EK to TK conversionKnowledge
repositories application for TK to TK conversionImprovisation
application for TK to TK conversion Human capital application for TK to TK conversionCollaboration
environment for TK to TK conversionKnowledge
repositories application for TK to EK conversion Knowledge repositories application for EK to EK conversionKnowledge
repositories application for EK to TK conversionImprovisation
application for TK to EK conversion Improvisation application for EK to EK conversion Improvisation application for EK to TK conversionHuman capital
application for TK to EK conversionHuman capital
application for EK to EK conversionHuman capital
application for EK to TK conversionCollaboration
environment for TK to EK conversion Collaboration environment for EK to EK conversion Collaboration environment for EK to TK conversionFigure 1.4: Adoption of SECI Model and SERVQUAL dimension into retail Islamic banking.
Socialisation Externalisation Combination Internalisation
Reliability
Socialisation process in KM can help increase
the reliability in servicing customer.
Externalisation process in KM can help increase
the reliability in servicing customer.
Combination
process in KM can help increasethe reliability in servicing customer.
Internalisation process in KM can help increase
the reliability in servicing customer. Assurance Socialisation process in KM can help increase
assurance dimension in servicing customer. Externalisation process in KM can help increase
assurance dimension in servicing customer. Combination process in KM can help increase
assurance dimension in servicing customer. Internalisation process in KM can help increase
assurance dimension in servicing customer. Tangible Socialisation process in KM can help increase
tangible dimension in servicing customer. Externalisation process in KM can help increase
tangible dimension in servicing customer. Combination process in KM can help increase
tangible dimension in servicing customer. Internalisation process in KM can help increase
tangible dimension in servicing customer. Empathy Socialisation process in KM can help increase
empathy dimension in servicing customer. Externalisation process in KM can help increase
empathy dimension in servicing customer. Combination process in KM can help increase
empathy dimension in servicing customer. Internalisation process in KM can help increase
empathy dimension in servicing customer. Responsiveness Socialisation process in KM can help increase
responsiveness dimension in servicing customer. Externalisation process in KM can help increase
responsiveness dimension in servicing customer. Combination process in KM can help increase
responsiveness dimension in servicing customer. Internalisation process in KM can help increase
responsiveness dimension in
servicing customer.
8. CONCLUSION
The application of knowledge management (KM) to suit retail Islamic banking in Malaysia would in a way instil the level of confidence, trust and loyalty of the customer and eventually could capitalise bigger market share in the banking industry. Therefore, a study needs to be undertaken in order to show that by enhancing the application of knowledge management for a strong customer knowledge model based, a good vehicle in facilitating the uptrend growth of Islamic banking is being driven on a right track eventually.
In conclusion, the relationship between the customer knowledge, knowledge management and service quality on customer satisfaction are critical to be assessed since those constructs are well connected in the sense that knowledge contributes as important resources for an organization to be able to retain or develop sustainable competitive advantages (Easa & Fincham, 2012). Moving forward, while the outlook for retail Islamic banking sector seems challenging, leveraging on the knowledge impact on customers and staff would be another alternative in providing a full suite of innovative Islamic products and services to the retail customers. The customer satisfaction needs to be enhanced, or at least sustained amidst the impending banking sector liberalizations and raising domestic and international competitions. Therefore, by putting knowledge and its management as part of paramount business settings, the service quality of retail Islamic bank could be expected to trigger a better provision of services to their valuable customers.
REFERENCES
Abdul Karim, N.S., Mohamed Razi, M.J. & Mohamed, N., 2012, “Measuring employee readiness for knowledge management using intention to be involved with KM SECI processes”, Business Process Management Journal, Vol. 18, Iss. 5, pp. 777-791.
Alhemoud, A. M., 2010, “Banking in Kuwait: a customer satisfaction case study”, Competitiveness Review: An International Business Journal, Vol.20. No.4, pp. 333-342.
Abdullah, D.V. & Chee. K., 2010, Islamic Finance – Why It Makes Sense, 1st edn, Marshall Cavendish International (Asia) Ptd Ltd, Singapore.
Ahmad, K., Ali Rustam, G. & Dent, M.M., 2011, “Brand preference in Islamic banking”, Journal of Islamic Marketing, Vol.2, No.1, pp.74-82.
Ahmed, H., 2011, ‘Maqasid Al-Shari’ah and Islamic Financial Products: A Framework For Assessment’, ISRA International Journal of Islamic Finance, Vol. 3, Issue 1.
Al-Eisa, A.S. & Alhemoud, A.M., 2008, “Using a multiple-attribute approach for measuring customer satisfaction with retail banking services in Kuwait” International Journal of Bank Marketing, Vol.27, No.4, pp.294-314.
Allred, A. & Addams, H., 2000, “Service quality at banks and credit unions: what do their customers say?”, Managing Service Quality, Vol. 10, No. 1, pp. 52-60.
Amin, M. & Isa, Z., 2008, “An examination of the relationship between service quality perception and customer satisfaction: A SEM approach towards Malaysian Islamic Banking”, International Journal of Islamic and Middle Eastern Finance and Management, Vol. 1, Iss. 3, pp. 191-209.
Amin, M., Isa, Z. & Fontaine, R., 2011, “The role of customer satisfaction in enhancing customer loyalty in Malaysian Islamic banks”, The Service Industries Journal, Vol. 31, No.9, pp.1519-1532. Amin, M., Isa, Z. & Fontaine, R., 2013, “Islamic banks contrasting the drivers of customer satisfaction on image, trust, and loyalty of Muslim and non-Muslim customers in Malaysia”, International Journal of Bank Marketing, Vol. 31, No.2, pp.79-97.
Beerli, A., Josefa, D. Martin & Quintana, A., 2002, “A model of customer loyalty in the retail banking market”, European Journal of Marketing, Vol. 38, No. 1/2, pp. 253-275.
Binney, D., 2001, “The knowledge management spectrum - understanding the KM landscape”, Journal of Knowledge Management, Vol.5, Iss. 1, pp. 33-42.
Boljanovic, J.D. & Stankovic, J., 2012, “The role of knowledge management in building client relationships”, Singidunum Journal, Vol.9, Iss.1, pp. 16-28.
Chen, Y. –H., & Su, C.-T., 2006, “A Kano-CKM Model for Customer Knowledge Discovery”, Total Quality Management, Vol. 17, No. 5, pp. 589–608.
Chua Alton, Y.K. & Banarjee, S., 2013, “Customer knowledge management via social media: a case of Starbuck”, Journal of Knowledge Management, Vol. 17, No.2, pp. 237-249.
Clemes, M.D., Gan, C. & Zhang, D., 2010, “Customer switching behaviour in the Chinese retail banking industry”, International Journal of Bank Marketing, Vol. 28, Iss. 7, pp. 519-546.
Davenport, T.H. & Klahr, P., 1998, “Managing customer support knowledge”, California Management Review, Vol.30, Issue 3, 195-208.
Davenport, T.H., 2001, “How do they know their customers so well?”, MIT Sloan Management Review, pp.63-73.
Dusuki, A.W. & Abdullah, N.I., 2007, “Why do Malaysian customers patronize Islamic banks?”, International Journal of Bank Marketing, Vol.25, No.3, pp.142-160.
Dusuki, A.W. & Abdullah, N.I., 2011, Fundamentals of Islamic Banking, 1st edn, IBFIM, Kuala Lumpur. Dwivedi, Y., Venkitachalam, K., Sharif, A., Al-Karaghouli, W. & Weerakkody, V., 2011, “Research Trends in Knowledge Management: Analyzing the Past and Predicting the Future”, Information Systems Management, Vol. 28, Iss. 1, pp. 43-56.
Easa, N.F. & Fincham, R., 2012, “The Application of the Socialisation, Externalisation, Combination and Internalisation Model in Cross-cultural Contexts: Theoretical Analysis”, Knowledge and Process Management, Vol.19, Iss. 2, pp. 103-109.
Echchabi, A. & Olaniyi, O.N., 2012, “Malaysian consumers’ preferences for Islamic banking attributes”, International Journal of Social Economics, Vol. 39, No. 11.
Erusan, D. & Ibrahim, H., 2007, “An Analysis of the Islamic Banking Profit Rate and Conventional Banking Interest Rate in Malaysia”, unpublished notes.
Estiri, M., Hosseini, F., Yazdani, H. & Nejad, H.J., 2011, “Determinants of customer satisfaction in Islamic banking: evidence from Iran”, International Journal of Islamic and Middle Eastern Finance and Management, Vol.4, No.4, pp. 295-307.
Gait, A. & Worthington, A., 2008, “An empirical survey of individual consumer, business firm and financial institution attitudes towards Islamic methods of finance”, International Journal of Social Economics, Vol. 35, No.11, pp. 783-808.
Garg, R., Rahman, Z. & Qureshi, M., 2014, “Measuring customer experience in banks: scale development and validation”, Journal of Modelling in Management, Vol. 9, Iss. 1, pp. 87-117.
Gebert, H., Geib, M., Kolbe, L. & Brenner, W., 2003, ‘Knowledge-enabled customer relationship management: integrating customer relationship management and knowledge management concepts’, Journal of Knowledge Management, Vol. 7, No.5, pp. 107-123.
Gerrard, P. & Cunningham, J., 1997, “Islamic banking: a study in Singapore”, International Jounal of Bank Marketing’, Vol. 15, No. 6, pp. 204-216.
Guchait, P., Namasivayam, K. & Lei, P., 2011, “Knowledge management in service encounters: impact on customers' satisfaction evaluations”, Journal of Knowledge Management, Vol. 15, Iss. 3, pp. 513-527.
Gupta, A. & Dev, S., 2012, “Client satisfactions in Indian banks: an empirical study”, Management Research Review, Vol. 35, Iss. 7, pp. 617-636.
Ove C. Hansemark & Albinsson, M., 2004, “Customer satisfaction and retention: The experiences of individual employees”, Managing Service Quality, Vol. 14, No.1, pp.40-57.
Hasan, Z., 2010, “Islamic Finance: The structure-objective mismatch and its consequences”, ISRA International Journal of Islamic Finance, Vol. 2, Issue 1, pp. 35-60.
Hasan, Z., 2011, “Islamic home finance in the social mirror”, ISRA International Journal of Islamic Finance, Vol. 3, Issue 1, pp. 7-24.
Horn, C. & Rudolf, M., 2011, “Service quality in the private banking business”, Financial Markets and Portfolio Management, Vol. 25, Iss. 2, pp. 173-195.
Hossain, M. & Leo, S., 2009, “Customer perception on service quality in retail banking in Middle East: the case of Qatar”, International Journal of Islamic and Middle Eastern Finance and Management, Vol. 2, Iss. 4, pp. 338-350.
Hoyer, W. D., & MacInnis, D. J., 2001, “Consumer Behaviour”, Journal of Marketing, Vol.58, No.1. Iqbal, Z and Mirakhor, A., 2007, “An Introduction to Islamic Finance”: Theory and Practice, John Wiley and Sons Ltd, Chichester.
Jamal, A. & Naser, K., 2002, “Customer satisfaction and retail banking: an assessment of some of the key antecedents of customer satisfaction in retail banking”, International Journal of Bank Marketing, Vol.20, No.4, pp. 146-160.
Kakabadse, N., Kakabadse, A. & Kouzmin, A., 2003, “Reviewing the knowledge management literature: towards a taxonomy”, Journal of Knowledge Management, Vol. 7, Iss. 4, pp. 75-91.
Kotler, P., 2003, Marketing Management, 11th edn, Prentice Hall, New Jersey.
Kumar, M., Kee, F.T. & Charles, V., 2010, “Comparative evaluation of critical factors in delivering service quality of banks: An application of dominance analysis in modified SERVQUAL model”, International Journal of Quality & Reliability Management, Vol. 27, Iss. 3, pp. 351-377.
Lee, L.H., 2011, “Malaysia should be ready for challenges in Islamic finance”, [online]. Available from: midf.com.my/islamicfinance/The Star online article [24 January 2011].
Lee, R.P., Naylor, G. & Chen, Q., 2011, “Linking customer resources to firm success: the role of marketing program implementation”, Journal of Business Research, Vol. 64, No. 4, pp.394-400. Levesque, T. & McDougall, G.H.G., 1996, “Determinants of customer satisfaction in retail banking”, International Journal of Bank Marketing, Vol.14, Iss. 7, pp. 12-20.
Lymperopoulus, C., Chaniotakis, I.E. & Soureli, M., 2006, “The importance of service quality in bank selection for mortgage loans”, Managing Service Quality, Vol. 16, Iss. 4, pp. 365-379.
Malaysian Industrial Development Authority, 2009 & 2011, Kuala Lumpur.
Martensson, M., 2000, “A critical review of knowledge management as a management tool”, Journal of Knowledge Management, Vol. 4, Iss. 3, pp. 204-216.
McCann, J. & Buckner, M., 2004, “Strategically integrating knowledge management initiatives”, Journal of Knowledge Management, Vol. 8, Iss. 1, pp. 47-63.
Md Saad, N. & Duasa, J., 2010, “Determinants of economic performance of micro-credit clients and prospects for Islamic microfinance in Malaysia”, ISRA International Journal of Islamic Finance, Vol. 2, Issue 1, pp. 113-130.
Meyer, B. & Sugiyama, K., 2007, “The concept of knowledge in KM: A dimensional model”, Journal of Knowledge Management, Vol. 11, No.1, pp. 17-35.
Moussawi, C. & Obeid, H., 2011,’Evaluating the Productive Efficiency of Islamic Banking in GCC: A Non – Parametric Approach’, International Management Review, Vol. 7, No. 1.
Nagati, H. & Rebolleda, C., 2013, “Improving operational performance through knowledge exchange with customers”, Production Planning & Control, Vol. 24, Iss. 8-9, pp. 658-670.
Nonaka, I.A. & Takeuchi, H.A., 1995, “The knowledge-creating company: How Japanese companies create the dynamics of innovation, Oxford University Press, Oxford.
O’Dell, C., Grayson, C. & Essaides, N., 1998, “If only we knew what we know: The transfer of internal knowledge and best practice”, Simon and Schuster, London.
Osman, I., Ali, H., Zainuddin, A., Wan Rashid, W.E. & Jusoff, K., 2009, “Customers Satisfaction in Malaysian Islamic Banking”, International Journal of Economics and Finance, Vol. 1, Iss. 1, pp. 197-202.
Paton, A.R., Jan, S.R. & Al-Rajhi, K.S., 2011, “Value co-creation in Shari’ah – Compliant banking: A Saudi Arabian case study”, ISRA International Journal of Islamic Finance, Vol. 3, Issue 1, pp. 65-84. Ragab, M. & Arisha, A., 2013, “Knowledge management and measurement: a critical review”, Journal of Knowledge Management, Vol. 17, Iss. 6, pp. 873-901.
Rammal, G.H., 2010, “Islamic finance: Challenges and opportunities”, Journal of Financial Services Marketing, Vol.15, No 3, pp. 189-190.
Rammal, G.H. & Zurbruegg, R., 2007, “Awareness of Islamic banking products among Muslims: The case of Australia”, Journal of Financial Services Marketing, Vol. 12, Iss. 1, pp. 65-74.
Rowley, J., 2002, “Reflections on customer knowledge management in e-business”, Qualitative Market Research: An International Journal, Vol.5, Iss.4, pp. 268-280.
Roy, A., 2013, “Using knowledge for great customer support”, KM World, July/August. Siddiqui, R., 2012, “Mum, Why is Islamic Finance”, Al Muamalat, Series 5, p.18.
Spathis, C., Petridou, E. & Glaveli, N., 2004, “Managing service quality in banks: customers’ gender effect”, Managing Service Quality, Vol. 14, Iss. 1, pp. 90-102.
Tseng, S.M. & Wu, P.H., 2014, “The impact of customer knowledge and customer relationship management on service quality”, International Journal of Quality and Service Sciences, Vol. 6, Iss.1, pp. 77-96.
Wang, Y., Lo, H. & Hui, Y., 2003, “The antecedents of service quality and product quality and their influences on bank reputation: evidence from the banking industry in China”, Managing Service Quality, Vol. 13, Iss. 1, pp. 72-83.
Wiig, K.M., 2006, “Knowledge Management: An Introduction and Perspective”, The Journal of Knowledge Management, Vol. 1, No.1, pp. 6-14.
Wong, K.Y., Tan, L.P., Lee, C.S. & Wong, W.P., 2013, “Knowledge Management performance measurement: measures, approaches, trends and future directions”, Information Development, pp. 1-19.
Wu, Y., Senoo, D. & Magnier-Watanabe, R., 2010, “Diagnosis for organizational knowledge creation: an ontological shift SECI model”, Journal of Knowledge Management, Vol.14, Iss. 6, pp. 791-810.
Yoon, V.Y., Hostler, R.E., Guo, Z. & Guimaraes, T., 2012, “Assessing the moderating effect consumer product knowledge and online shopping experience on using recommendation agents for customer loyalty”, Decision Support System, Vol.55, Iss. 4, pp. 883-893.
