Effect of Top Managers’ Commitment, Knowledge Management and Organizational Learning on Customer Capital

Document Type : Research Paper

Authors

1 Associate Prof., Department of Business Management, Faculty of Social Sciences and Economics, Alzahra University, Tehran, Iran

2 Ph.D. Candidate, Department of Business Management, Kish International Campus, University of Tehran, Tehran, Iran

3 MSc., Department of Business Management, Faculty of Social Sciences and Economics, Alzahra University, Tehran, Iran

Abstract

Objective
This research aims to investigate whether the commitment of the executive managers team to the knowledge management infrastructures and organizational learning, the attention and allocation of resources to them can help Iranian companies, including the companies that supply auto parts, to gain capital?
And the peripheral questions of this research are as follows: whether the commitment of executive managers of Saipa Construction Company is effective on the knowledge management and organizational learning processes in the company? Is Saipa knowledge management process effective on the organizational learning? Are knowledge management and organizational learning processes of Saipa company effective on corporate capital of the company?
 
Methodology
The present field survey research is applied in terms of purpose. The research is descriptive. The statistical population of the study consists of 700 employees of Saipa Construction Company as a supplier of spare parts in Tehran, and then a sample size of 248 employees were selected based on random sampling.
 
Findings
The results of the fitting of the measured model in the test of the hypothesis of the research indicated that the executive managers’ commitment (with indicators emphasizing on strategicity, inter-organizational and outsourcing interactions) can only affect client’s capital (market intelligence, customer satisfaction, and customer loyalty) provided that the variables of its knowledge management and organizational learning are taken into account. Otherwise, the executive managers’ commitment will not lead to the formation of customer capital. According to the general fitting indices of the model, the fitting of the model is approved; therefore, the existing indicators in the measurement models are valid for measuring the relevant attribute in the structure.
 
Conclusion
The effect of executive managers’ commitment on organizational learning is positive suggesting that Saipa Company, with its knowledge management and organizational learning infrastructure, still cares about such concepts. The company also tries to improve these processes by focusing strategically and allocating the necessary resources and the interactions that make it happen. The effect of executive managers’ commitment on knowledge management is positive. In other words, knowledge management is not independent from the support of executive management and is seriously affected by it. The impact of knowledge management on organizational learning is positive. Organizational learning is not independent from knowledge management and is seriously affected by it. Findings from the path analysis model showed that the effect of organizational learning on customer capital is positive. Moreover knowledge management has a significantly positive effect on customer capital. Automobile particle supply chain managers should be able to plan and design to improve external communication with customers, suppliers and investors.
 

Keywords

Main Subjects

References

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Journal of Business Management
Volume 11, Issue 2
2019
Pages 357-374

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