Please use this identifier to cite or link to this item: http://hdl.handle.net/10603/333551
Title: Antecedents of Customer Agility from the Perspective of Customer Knowledge Management Capability The Context of Brick and Mortar Retail Sector
Researcher: Uma Lakshmi Kalakada
Guide(s): Sukanya Kundu
Keywords: 
Customer Agility Customer knowledge management
dynamic capabilities
University: Alliance University
Completed Date: 2021
Abstract: In a highly volatile customer-centric business environment, customer agile capability newlineof business firms determines the survival and success. For this speedy and effective newlinecustomer sense response system, how an actionable Customer Knowledge (CK) can newlinebe developed and what kind of resource infrastructure is relevant? The aim of the newlinepresent research is to examine customer agility and its resource pre-conditions from the newlineCustomer Knowledge Management (CKM) perspective, drawing upon the key theories newlineof Resource Based View (RBV), Knowledge Based View (KBV) and Dynamic newlineCapabilities Framework (DCF).The study was taken up in brick-and-mortar retail newlinesector that is dynamic and has access to vast amount of customer knowledge. A survey newlineof extensive literature review showed that there is a dearth of resource CKM newlinecustomer agility frameworks. The key findings indicated that customer agility and newlinecustomer sensing are positively influenced significantly by all the three resources of newlineorganization structure, culture and website customer knowledge infrastructure; and newlinecustomer responding capability is by organization structure and organization culture newlineonly. Contrary to prior studies, organization structure was found have significant newlinepositive impact on customer agility. CKM s mediating role was evident for customer newlineagility and customer responding only. The study provides testable propositions linking newlinetechnological and social resources of the firm with customer agile capability via CKM, newlineespecially in times when many retails are migrating to omnichannel format. Study can newlinefurther be extended as to how customer knowledge can be utilized for enhancing newlinecustomer experience online and offline.
Pagination: 328
URI: http://hdl.handle.net/10603/333551
Appears in Departments:Alliance School of Business

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01_title.pdfAttached File246.3 kBAdobe PDFView/Open
02_certificate.pdf171.05 kBAdobe PDFView/Open
03_abstract.pdf245.81 kBAdobe PDFView/Open
04_declaration.pdf173.42 kBAdobe PDFView/Open
05_acknowledgement.pdf180.73 kBAdobe PDFView/Open
06_contents.pdf876.28 kBAdobe PDFView/Open
07_list_of_tables.pdf648.9 kBAdobe PDFView/Open
08_list_of_figures.pdf287.08 kBAdobe PDFView/Open
09_abbreviations.pdf174.91 kBAdobe PDFView/Open
10_chapter1.pdf713.44 kBAdobe PDFView/Open
11_chapter2.pdf868.22 kBAdobe PDFView/Open
12_chapter3.pdf966.65 kBAdobe PDFView/Open
13_chapter4.pdf1.05 MBAdobe PDFView/Open
14_chapter5.pdf1.54 MBAdobe PDFView/Open
15_chapter6.pdf1.01 MBAdobe PDFView/Open
16_chapter7.pdf841.25 kBAdobe PDFView/Open
17_bibliography.pdf532.5 kBAdobe PDFView/Open
18_appendix.pdf1.6 MBAdobe PDFView/Open
80_recommendation.pdf1.08 MBAdobe PDFView/Open


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