year 5, Issue 3 (Autumn 2017)
Ann Appl Sport Sci 2017, 5(3): 69-77 |
Back to browse issues page
Download citation:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
Keshtidar M, Esmaeilzade Ghandehari M R, Harati M. The Effect of Knowledge Management through Human Resources Information Systems on Customer Relationship Management in Aquatic Sport Centers. Ann Appl Sport Sci 2017; 5 (3) :69-77
URL: http://aassjournal.com/article-1-444-en.html
URL: http://aassjournal.com/article-1-444-en.html
1- University of Birjand, Birjand, Iran , mkeshtidar@birjand.ac.ir
2- Mashhad Branch, Islamic Azad University, Mashhad, Iran
2- Mashhad Branch, Islamic Azad University, Mashhad, Iran
Abstract: (11673 Views)
Objectives. The purpose of this research is to investigate the impact of knowledge management through information systems of human resources on customer relationship management.
Methods. The study population included managers and employees of Mashhad's aquatic sport centres like ‘Blue Waves’, ‘Armaghan’, ‘Surging Waves’, and ‘Sunshine Coast Park’ (600 persons). Using a Morgan table, 234 cases were selected as sample, based on cluster sampling method, and randomly. The research method was descriptive-analytical. Data collection was conducted as a field study. The measurement tools were knowledge management questionnaire and human resources information systems questionnaire and customer relationship management questionnaire respectively. The validity of the questionnaires was observed andapproved by 10 sports management experts and professors of Azad University of Mashhad and Ferdowsi University of Mashhad.Validation was determined by Cronbach’s alpha respectively as 0.91, 0.87 and 0.90.
Results. The results showed that knowledge management through human resources information systems has a significant positive effect on customer relationship management.
Conclusion. It can be said that aquatic sport centers should more attend the important role of information systems to increase customer satisfaction along with knowledge management.
Methods. The study population included managers and employees of Mashhad's aquatic sport centres like ‘Blue Waves’, ‘Armaghan’, ‘Surging Waves’, and ‘Sunshine Coast Park’ (600 persons). Using a Morgan table, 234 cases were selected as sample, based on cluster sampling method, and randomly. The research method was descriptive-analytical. Data collection was conducted as a field study. The measurement tools were knowledge management questionnaire and human resources information systems questionnaire and customer relationship management questionnaire respectively. The validity of the questionnaires was observed andapproved by 10 sports management experts and professors of Azad University of Mashhad and Ferdowsi University of Mashhad.Validation was determined by Cronbach’s alpha respectively as 0.91, 0.87 and 0.90.
Results. The results showed that knowledge management through human resources information systems has a significant positive effect on customer relationship management.
Conclusion. It can be said that aquatic sport centers should more attend the important role of information systems to increase customer satisfaction along with knowledge management.
Keywords: Knowledge Management, Human Resources Information Systems, Customer Relationship Management, Aquatic Sport Centers
Full-Text [PDF 509 kb]
(2516 Downloads)
APPLICABLE REMARKS
APPLICABLE REMARKS
• The sport managers had better must pay attention to the importance of teamwork and the use of expert and experienced human resources that are considered as knowledge assets, or the source of knowledge of each organization.
• Sport managers, undoubtedly, in order to achieve a context of both customer satisfaction and profitability should be synchronized with the updated technology so that it would be possible to immediately identify the challenges of the complex and the needs of the customer and to compensate for the correct management of the facilities.
• Sport managers can achieve more efficiency if they consider the importance of using integrated systems and standards in the organization; because these systems will reduce direct costs of operations, accelerate response time, improve productivity, improve interaction with customers, improve product quality, improve order cycle management and customer data integration, increase time management planning and ensure better management of resources and the organization. In fact, sports executives have provided the foundation for growth in their own organization, which not only addresses the issue of overseeing a better organization, but also satisfaction of customers and employees, and turning that organization into a model of superiority.
• Sport managers, undoubtedly, in order to achieve a context of both customer satisfaction and profitability should be synchronized with the updated technology so that it would be possible to immediately identify the challenges of the complex and the needs of the customer and to compensate for the correct management of the facilities.
• Sport managers can achieve more efficiency if they consider the importance of using integrated systems and standards in the organization; because these systems will reduce direct costs of operations, accelerate response time, improve productivity, improve interaction with customers, improve product quality, improve order cycle management and customer data integration, increase time management planning and ensure better management of resources and the organization. In fact, sports executives have provided the foundation for growth in their own organization, which not only addresses the issue of overseeing a better organization, but also satisfaction of customers and employees, and turning that organization into a model of superiority.
Type of Study: Original Article |
Subject:
Sport Management and its related branches
Received: 2016/10/12 | Accepted: 2017/02/8
Received: 2016/10/12 | Accepted: 2017/02/8
References
1. Mohseni F, Seyed Danesh SY, Chirani E. The study of knowledge management\'s effect on CRM success, considering the intermediary effect of organizational factors. International Journal of Economy, Management and Social Sciences. 2014;3(8):396-9.
2. Zack M, McKeen J, Singh S. Knowledge management and organizational performance: an exploratory analysis. Journal of Knowledge Management. 2009;13(6):392-409. [DOI:10.1108/13673270910997088]
3. Byrne J. The search for the young and gifted: why talent counts. Business Week. 1999 4 October:108‐16.
4. Mao H, Liu S, Zhang J, Deng Z. Information technology resource, knowledge management capability, and competitive advantage: The moderating role of resource commitment. International Journal of Information Management. 2016;36(6, Part A):1062-74. [DOI:10.1016/j.ijinfomgt.2016.07.001]
5. Salavati A, Cafcheh P, Salehpoor K. The Study of the Effects of Knowledge Management (KM) on Customer Relationship Management (CRM) in Refah Bank (case study: Kurdistan Province). Quarterly Journal of Productivity Management. 2011;5(16):59-78 [Article in Farsi].
6. Vaezi R, Moslemi T. The Identification of Effective Organizational Factors Influencing the Implementation of Knowledge Management System: The Case Study of Hamkaran System Company. Journal of Development & Evolution Mnagement. 2009;1(1):7-19 [Article in Farsi].
7. Rezaei-Malek N, Radfar R. Providing a Model for Setting Priorities in KM for Improving Customer Relationship Management (Case study: Sepah Bank). Journal of Information Technology Management. 2013;5(3):63-82 [Article in Farsi].
8. Plessis Md, Boon JA. Knowledge management in eBusiness and customer relationship management: South African case study findings. International Journal of Information Management. 2004;24(1):73-86. [DOI:10.1016/j.ijinfomgt.2003.10.002]
9. Gholamy Avati R, Ebrahimiyan Jelodar SY. The Study of Customer Knowledge Management Effec on Customer Relation Management. Police Organizational Development. 2013;9(4):65-81 [Article in Farsi].
10. Faghri J, Karimi M, Heidari S. Enterprise Resource Planning and Transformation in Hospital Management. Health Information Management. 2006;3(2):113-23 [Article in Farsi].
11. Gholamzadeh Chofreh A, Goni FA, Ismail S, Mohamed Shaharoun A, Klemeš JJ, Zeinalnezhad M. A master plan for the implementation of sustainable enterprise resource planning systems (part I): concept and methodology. Journal of Cleaner Production. 2016;136(Part B):176-82.
12. Crosby LA, Evans KR, Cowles D. Relationship Quality in Services Selling: An Interpersonal Influence Perspective. Journal of Marketing. 1990;54(3):68-81. [DOI:10.2307/1251817]
13. Storbacka K, Strandvik T, Grönroos C. Managing Customer Relationships for Profit: The Dynamics of Relationship Quality. International Journal of Service Industry Management. 1994;5(5):21-38. [DOI:10.1108/09564239410074358]
14. Wu S-I, Li P-C. The relationships between CRM, RQ, and CLV based on different hotel preferences. International Journal of Hospitality Management. 2011;30(2):262-71. [DOI:10.1016/j.ijhm.2010.09.011]
15. Karahan M, Kuzu ÖH. Evaluating of CRM in Banking Sector: A Case Study on Employees of Banks in Konya. Procedia - Social and Behavioral Sciences. 2014;109:6-10. [DOI:10.1016/j.sbspro.2013.12.412]
16. Jafari Navimipour N, Soltani Z. The impact of cost, technology acceptance and employees\' satisfaction on the effectiveness of the electronic customer relationship management systems. Computers in Human Behavior. 2016;55(Part B):1052-66.
17. Teimourpour B, Amiri Aghtaee R. Using interpretive structural modeling (ISM) to develop a customer knowledge management model in banking industry. Organizational Resources Management Researchs. 2015;4(3):1-22 [Article in Farsi].
18. Jayasundara CC. Knowledge Management in Banking Industries: uses and opportunities. Journal of the University Librarians Association of Sri Lanka. 2008;12:68-84. [DOI:10.4038/jula.v12i0.329]
19. Salomann H, Dous M, Kolbe L, Brenner W. Rejuvenating Customer Management:: How to Make Knowledge For, From and About Customers Work. European Management Journal. 2005;23(4):392-403. [DOI:10.1016/j.emj.2005.06.009]
20. Gibbert M, Leibold M, Probst G. Five Styles of Customer Knowledge Management, and How Smart Companies Use Them To Create Value. European Management Journal. 2002;20(5):459-69. [DOI:10.1016/S0263-2373(02)00101-9]
21. Garrido-Moreno A, Padilla-Meléndez A. Analyzing the impact of knowledge management on CRM success: The mediating effects of organizational factors. International Journal of Information Management. 2011;31(5):437-44. [DOI:10.1016/j.ijinfomgt.2011.01.002]
22. Paraskevi D, Panagiotis T. Organizational structure, innovation performance and customer relationship value in the Greek advertising and media industry. Journal of Business & Industrial Marketing. 2017;32(3):385-97. [DOI:10.1108/JBIM-07-2015-0135]
23. Newman BD, Conrad KW, editors. A Framework for Characterizing Knowledge Management Methods, Practices, and Technologies. Third Int Conf on Practical Aspects of Knowledge Management (PAKM2000); 2000 30-31 Oct 2000; Basel, Switzerland.
24. Honari H, Mahmoudi A, Eslami A, Mottaghi Shahri MH. The relationship between IT and MIS With Organizational Performance in Physical Education Managers of the Education System. Organizational Behavior Management in Sport Studies. 2015;2(7):89-102 [Article in Farsi].
Send email to the article author
| Rights and permissions | |
 |
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License. |
