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The Role of Knowledge Management in Enhancing
The Role of Knowledge Management in Enhancing
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9
International Journal of Computer Applications (0975 – 8887)
Volume 178 – No. 27, June 2019
10
International Journal of Computer Applications (0975 – 8887)
Volume 178 – No. 27, June 2019
H0-1: There is no statistically significant impact at (α ≥.0.0) (5 questionnaires for each hospital). 172 questionnaires were
of knowledge creation on customer experience management returned, 80% of all questionnaires. Frequency and
in private hospitals in Amman, Jordan. percentages have been computed for the sample’s
characteristics as shown in Table 1.
H0-2: There is no statistically significant impact at (α ≥.0.0)
of knowledge acquisition on customer experience Table 1. Sample's Distribution According to Demographic
management in private hospitals in Amman, Jordan. Information
11
International Journal of Computer Applications (0975 – 8887)
Volume 178 – No. 27, June 2019
12
International Journal of Computer Applications (0975 – 8887)
Volume 178 – No. 27, June 2019
Table 8. Coefficientsa table for H0-1 Table 12. Test of H0-3 Model Summary
Model Unstandardized Standardized t Sig. Model R R Square Adjusted R Std. Error of
Coefficients Coefficients Square the Estimate
1 .718a .516 .513 .45787
B Std. Beta
(Constant) 1.459 Error
.159 9.159 .000
1 Knowledge .634 .045 .735 14.116 .000 The testing of this hypothesis required using the linear
Creation regression method. The outcomes revealed R at value equal to
(0.718), representing the correlation between knowledge
storing and customer experience management. It was also
As shown above, F was calculated at (199.271) and it is found found that knowledge storing clarifies 51.6% of the variance
to be significant at level (0.05). Accordingly we find that in the customer experience management.
knowledge creation has a statistically significant impact on Table 13. ANOVAa table for H0-3
customer experience management in Amman's private
hospitals. Model Sum of df Mean F Sig.
Squares Square
Testing H0-2: There is no statistically significant impact at (α
≥ .0.0) of knowledge acquisition on customer experience Regression 37.962 1 37.962 181.079 .000b
management in private hospitals in Amman, Jordan. 1 Residual 35.640 170 .210
Table 9. Test Of H0-2 Model Summary Total 73.602 171
For the testing of this hypothesis, linear regression was used. B Std. Beta
The outcomes showed that R was equal to (0.661) revealing a (Constant) 1.313 Error
.178 7.395 .000
positive relation between knowledge acquisition and customer 1 Knowledge
experience management. For this hypothesis, R-square was .631 .047 .718 13.457 .000
calculated at (0.437). This value reflects that the process of Storing
knowledge acquisition clarifies 43.7% of the variance in
customer experience management.
The value of F in Table 13 was (181.079) with significance at
Table 10. ANOVAa table for H0-2 a (0.05) level. We deduce here, that knowledge storing has a
Model Sum of df Mean F Sig. statistically significant impact on customer experience
Squares Squar management in Amman's private hospitals.
e
Regression 32.188 1 32.188 132.129 .000b H0-4: There is no statistically significant impact at (α ≥ .0.0)
1 Residual 41.414 170 .244 of knowledge sharing on customer experience management in
private hospitals in Amman, Jordan.
Total 73.602 171
Table 15. Test of H0-4 Model Summary
Model R R Square Adjusted R Std. Error of
Table 11. Coefficientsa table for H0-2
Square the Estimate
Model Unstandardized Standardized t Sig. 1 .863a .745 .743 .33253
Coefficients Coefficients
B Std. Beta
(Constant) 1.518 Error
.190 8.002 .000 Table 16. ANOVAa table for H0-4
1 Knowledge .619 .054 .661 11.495 .000 Model Sum of df Mean F Sig.
Acquisition Squares Square
Regression 54.804 1 54.804 495.623 .000b
1 Residual 18.798 170 .111
Also found is that the value of F was equal to (132.129) with
Total 73.602 171
significance at the level (0.05). This shows that knowledge
acquisition has a statistically significant impact on customer
experience management in private hospitals in Amman,
Jordan.
H0-3: There is no statistically significant impact at (α≥.0.0)
of knowledge storing on customer experience management in
private hospitals in Amman, Jordan.
13
International Journal of Computer Applications (0975 – 8887)
Volume 178 – No. 27, June 2019
14
International Journal of Computer Applications (0975 – 8887)
Volume 178 – No. 27, June 2019
[2] High Health Council 2016, February 20. ‘2016-2020 [16] Bock, G.W. and Kim, Y.G. 2002. Breaking the myths of
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[3] Gao, F., Li, M., and Nakamori, Y. 2003. Critical systems organizational development and strategy. Journal of
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[5] Sujatha, R. and Krishnaveni, R. 2018. Knowledge significance of the customer experience management
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Management Review, 23(1), 45-52. [20] Verhoef, PC., Lemon, KN., Parasuraman, A.,
[6] Wahba, M. 2015. The impact of organizational structure Roggeveen, A., Tsiros, M., and Schlesinger, LA. 2009.
on knowledge management processes in Egyptian Customer experience creation: Determinants, dynamics,
context. The Journal of Developing Areas, 49(3), 275- and management strategies. Journal of Retailing, 85(1),
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[7] Liebowitz, J. 1999. Knowledge management handbook. [21] Schmitt, B. 1999. Experiential marketing: how to get
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[10] Gholami, M. H., Asli, M. N., Shirkouhi, S. N., and
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[11] Nonaka, I., Umemoto, K., and Senoo, D. 1996. From [25] Malhotra, Y. 1998, ’Knowledge Management,
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[12] Kaba, A., and Ramaiah, C. K. 2018. Investigating
knowledge acquisition among faculty members. 9. APPENDIX A
Interdisciplinary Journal of Information, Knowledge, and Study Model Survey Questions Descriptive Statistics
Management, 13, 1-20.
Study Variables Mean Std.
[13] Talet. A.N. 2012. KM process and CRM to manage Deviation
customer knowledge relationship management.
International Conference on Economics, Business and Knowledge Creation
Marketing Management, International Proceedings of The organisation encourages its staff 3.85 1.208
Economics Development and Research, 29, 60-67. to learn from the experiences of other
[14] Lathalavanya, B. and Thenmozhi R. 2011. organisations in order to obtain
Organizational citizenship behaviour evaluating knowledge.
organizational efficiency and success through knowledge The organisation’s staffs interact 3.66 1.360
sharing. The Journal Contemporary Management with each other to find suitable
Research, 5(1), 24-29. solutions for problems they face.
15
International Journal of Computer Applications (0975 – 8887)
Volume 178 – No. 27, June 2019
The organisation facilitates access to 3.04 1.258 The organisation encourages workers 2.9884 1.41417
database for all employees based on to apply the knowledge they acquire
their level of authorisation to help from different sources.
them achieve their tasks. Using computer technology 3.8837 1.29704
The organisation regularly informs 2.90 1.368 facilitates applying my acquired
all employees about any new knowledge.
knowledge concerning its field of
The organisation uses its knowledge 4.1047 1.18004
work.
capital to improve work procedures
The organisation assigns employees 3.87 1.291 and customer services.
to training courses for the purpose of
The organisation’s administration 3.2558 1.41988
increasing their scientific and follows up to ensure that workers
technical knowledge. apply the work procedures they were
Knowledge Acquisition trained on.
The organisation is keen on 4.05 1.179 Customer Experience Management
acquiring knowledge from its Marketing employees are trained on 2.8488 1.38933
internal sources. work ethics pertaining to their access
The organisation encourages its 3.19 1.389 to organisation’s database.
employees to attend conferences and The organisation uses modern 3.8547 1.15816
workshops to gain knowledge.
technologies to collect and analyse
The organisation has a specialised 2.81 1.355 customer data to better serve them in
studies and research department. the future.
The organisation encourages and 3.77 1.160 The organisation saves the data 3.5640 1.26652
supports workers if they decide to related to their customers’ service
pursue further studies to expand their preferences.
professional knowledge.
The organisation gives considerable 3.3430 1.35241
The organisation is keen on 3.44 1.276 attention to having a complete
acquiring knowledge externally from detailed profile about each customer.
customers, clients and competitors. The organisation utilises the 3.9302 1.08999
Knowledge Storing customer experience management
The organisation seeks to maintain 3.24 1.345 system when making strategic
expert and qualified employees to decisions.
preserve its knowledge capital. The customer experience 4.0000 1.24722
The organisation has advanced 3.90 1.071 management system helps the
organisation make wise decisions by
databases and technologies to store
analysing the feedback of each
employees’ knowledge.
potential decision.
The organisation encourages workers 3.94 1.251
Marketing managers are provided 3.8256 1.30847
to document their knowledge.
with information about the
Knowledge about customers, clients 3.77 1.313 organisation’s customers through
and competitors are documented and periodical reports.
stored.
The customers experience 3.3837 1.18142
Knowledge Sharing management system helps the
The organisation has an internal and 3.34 1.146 organisation reach the best solution
external network that enables for the concerned problem.
knowledge sharing among all parts The organisation exerts many efforts 3.7093 1.21748
of the organisation. to develop its database that is linked
The organisation issues different 3.65 1.217 with the organisation’s customer
newsletters and periodicals to share experience management system.
new information with the staff and The organisation is highly keen on 3.9477 1.20556
clients. developing and applying its customer
Team work allows me exchange 3.9477 1.20556 experience management system in
knowledge with others. order to raise the value provided for
customers through its services.
The organisation encourages holding 3.7093 1.37960
non-official meetings among staff to The organisation aims to provide a 3.7965 1.35050
exchange work-related views. unique customer experience
management system so it stands out
Modern communication tools are 3.1337 1.28856 among its market competitors.
used to enable knowledge sharing
among all parts of the organisation.
Knowledge Implementation
IJCATM : www.ijcaonline.org 16