Role of learning organization in building consumer confidence
Abstract
The proof of intellectual capital excellence is the current business practice that requires attention and focus on this kind of capital. The intellectual capital of an organization is the sum total of its human capital, structural capital and relational capital. These assets form a source of competitive advantage and distinguish the performance of one organization from the other. Having control on intellectual capital enables effective knowledge sharing, on the one hand and improvement of customer relationship on the other. The increase of knowledge and its relationship with the learning process is a very important for organization. It is widely accepted that organization which invest in the creation of new knowledge and increasing the intellectual capital through research and development activities or tend to do better than those that ride on the coat of knowledge created by others. The results of our research extend the understanding of the role of organizational learning in creating intellectual capital and building sustainable advantages for organization, where different concept of the customer confidence management in various stages of the customer capital life cycle may bring different implications for valuation of intellectual capital. This paper presents and describes customer capital of an organization as an element of market capital in the structure of the intellectual capital of modern organizations. For businesses it is very important to build confidence and customer loyalty. To be able to build on it, they have to gain the confidence of customer. By applying the principles of a learning organization tend businesses to continuous learning, acquisition and sharing of new knowledge that can be used for building confidence in individual stages of the life cycle of the customer.
Full text
Ekonomika a managemen
62 2014, XVII, 1 DOI: 10.15240/ ul/001/2014-1-005
In oduc ion
P esen cen u y is he cen u y in which he
na u e o business is changing. Managemen
has o handle new me hods. Acco ding o
Ko le and A ms ong [10], he e a e wo ypes
o businesses: hose ha change and hose
ha disappea . One o he s a egic objec i es
o e e y mode n o ganiza ion is o achie e
acompe i i e ad an age in he sec o in which
i ope a es. Ma ke s, cus ome s, compe i o s
and echnology a e changing. I a company
wan s o be success ul, i mus change, oo.
O he wise, i s key compe ences can easily
become p oblems which would lead o
abusiness ailu e. Applying he concep o
a"lea ning o ganiza ion" as a me hod o
managemen and educa ion is he way how o
p e en mis akes and c ea e a s a egic
business ad an age. To achie e a desi ed
compe i i e posi ion is no possible wi hou
c ea ing a ela ionship based on us .
Cus ome capi al plays a key ole in building
acompe i i e ad an age, wi hin he con ex o
which i is impo an o build consume
con idence in di e en a eas o he
o ganiza ion.
The main objec i e o ou pape is o
emphasize he impo ance o he concep o
alea ning o ganiza ion in he ield o building
and managing consume con idence in a li e
cycle, aking a ious phases o cus ome ’s
ac i i y in o accoun . This pape consis s o
h ee basic pa s. The i s pa discusses
agene al concep o in ellec ual capi al and
ma ke capi al o an o ganiza ion using he
s anda d me hod o li e a u e e iew and c i ical
analysis o he li e a u e sou ces. The second
pa desc ibes cus ome capi al which esul s
om a ious phases o he cycle o
cus ome ’s ac i i y in he ma ke . The hi d pa
p esen s pa ial esul s o he esea ch o
p ojec VEGA – The Lea ning O ganiza ion. We
iden i ied applica ion o he p inciples o
alea ning o ganiza ion in SMEs in Slo akia
which emphasizes he impo ance o
con inuous imp o ing sa is ac ion o exis ing
and u u e cus ome s.
1. Ma ke Capi al o an O ganiza ion
in he In ellec ual Capi al
S uc u e
Key elemen s o in ellec ual capi al ha e been
de eloped om physical capi al h ough he
o ganiza ional capi al o he key human capi al
nowadays. Among he c i e ia moni o ed in he
de elopmen o knowledge-based companies
a e he ollowing [15]:
economic and ins i u ional sys em ha
p o ides incen i es o he e icien use o
exis ing and new knowledge and
p ospe ous business,
educa ed and skilled popula ion ha can
c ea e, sha e and use knowledge,
dynamic in o ma ion in as uc u e ha can
enable e ec i e communica ion and
in o ma ion p ocessing,
e icien inno a ion sys em o businesses,
esea ch cen e s, uni e si ies, consul an s
and o he o ganiza ions o enable
pa icipa ion in he g owing amoun o
global knowledge and abili y o adap i o
local needs, as well as abili y o c ea e new
echnologies.
The abundance o li e a u e in his
pa icula subjec p o ides many di e en
de ini ions o he e m In ellec ual Capi al [3],
[22], which hasn’ been accu a ely de ined o
along ime. Recen ly, expe s specializing in
di e en ields ha e coope a ed oge he which
esul ed in c ea ion o many di e en de ini ions
o he In ellec ual Capi al. The app oach o his
ROLE OF LEARNING ORGANIZATION IN
BUILDING CONSUMER CONFIDENCE
Ma∏go za a Adamska, Ma ina Miná o á
EM_01_14_zlom 20.3.2014 8:44 S ánka 62
Business Adminis a ion and Managemen
631, XVII, 2014
pa icula issue has al eady been discussed,
and is expec ed o be alked abou in he u u e,
om many di e en poin s o iew a ising om
he complexi y o he in ellec ual capi al o an
o ganiza ion and i s p esence in all he a eas i
ope a es. In he con ex o ma ke ing ac i i y
in ellec ual capi al is essen ial in c ea ing an
image o an o ganiza ion by implemen ing
ac i i ies in a eas such as building ela ionships
wi h cus ome capi al and making a cus ome
awa e o a ma ke b and and he p oduce by
e ec i e consume con idence managemen .
Ma ke ing ac i i ies o mode n o ganiza ions
mus be ully ocused on he cus ome and mus
ensu e he ul illmen o he expec a ions o each
ma ke segmen . This equi es a huge in el-
lec ual e o associa ed wi h p ope and e ec i e
use o ma ke knowledge, which is he mos
impo an esou ce in he p ocess o building
company’s leading compe i i eness [18].
Amongs he di e en concep s o
in ellec ual capi al (Tab. 1) in he componen s
p oposed, he e is cus ome , ela ionships, o
speci ically, cus ome capi al, as an elemen
essen ial in he p ocess o c ea ing he ma ke
alue o an o ganiza ion.
Tab. 1: O e iew o he componen s o in ellec ual capi al by a ious au ho s
Au ho s In ellec ual capi al con ex Sugges ed componen s
Kaplan, No on Balanced Sco eca ds cus ome s
he in e nal s uc u e o an en e p ise
p ocesses: lea ning and inno a ion
inance
Pe ash, Ed insson, Value Pla o m human capi al
Onge, A ms ong cus ome capi al ( ela ionships)
Bukowi z, Williams o ganiza ional capi al (s uc u al)
Haanes, Lowendahl In angible esou ces classi ica ion compe ence
mu ual ela ions
B ooking Iden i ying componen s o ma ke asse s
in ellec ual capi al asse s ela ed o he human ac o
in as uc u e asse s
ma ke alue
S ewa Iden i ying componen s o human capi al
in ellec ual capi al s uc u al capi al
capi al associa ed wi h cus ome s
B a nicki, S u˝yna A alue ee o an en e p ise social capi al
human capi al
o ganiza ional capi al
Fi z-enz In ellec ual capi al elemen s human capi al
p ocesses and cul u e
In ellec ual P ope y
ela ionships
Sou ce: [22]
In ellec ual capi al has long been p esen in
he p ac ice o managemen in each a ea o an
o ganisa ion, including, amongs o he s, an
e ec i e ma ke capi al managemen due o
inding solu ions which ensu e p ope ela ions
o an o ganisa ion o ope a e in a speci ic,
complex ma ke en i onmen .
The ac o c ea ing he ma ke capi al s uc u e
o an o ganisa ion, being cus ome ela ion-
ships, he ela ionship wi h endo s, ma ke
compe ence, o he ma ke ela ions and public
ela ions, is i s complex ma ke ing ac i i y.
The s uc u e o he capi al ma ke can be
di ided in o h ee basic g oups: Cus ome s,
EM_01_14_zlom 20.3.2014 8:44 S ánka 63
Ekonomika a managemen
64 2014, XVII, 1
Compe i o s and Con ac o s [1]. All he
elemen s o ma ke capi al ha e an impac on
an indi idual o ganisa ion and a he same ime
on each o he . The concep o ma ke capi al
d aws om he Model 5 compe i i e o ces
wi hin he ma ke sec o by Michael Po e [21].
Alongside he h ea o new en y and
subs i u e p oduc s, as well as se ices, being
ex e nal ac o s which ha e an impac on he
compe i i eness o en e p ises, he iden i ied:
ba gaining powe o buye s, ba gaining powe
o supplie s, and i al y among exis ing i ms.
The analysis o ma ke capi al o an
o ganisa ion, apa om a me iculous and
de ailed desc ip ion o i s cu en ma ke
posi ion, should be a desc ip ion o he ex e nal
en i onmen in which i ope a es. In pa icula ,
i is ele an in he con ex o c ea ing a s a egy
o he u u e impac on he cus ome capi al
ac i i y a di e en s ages o i s li e cycle.
By de ining he componen s o in ellec ual
capi al acco ding o OECD s udies, we
conclude ha while inancial capi al shows he
his o y and esul s achie ed in he pas ,
p ocess and ma ke capi al a e componen s
based on cu en ope a ions, capi al eco e y
and de elopmen . These componen s de e mine
how he company is p epa ed o he u u e and
how he human capi al ep esen s skills,
p o essional knowledge and willingness o
lea n, and a he same ime how i allows
people o c ea e alue in all o he componen s
o he in ellec ual capi al. The e a e also easie
ways o di ide he in ellec ual capi al [19] and
ha is di ision in o human capi al (human alues
such as in ellec , expe ience, skills, c ea i i y,
p ocedu es, e c.), s uc u al capi al (business-
owned ools, such as sys ems, in angible
p ope y, p ocesses, da abases, alues, cul u e,
e c.) and ela ional capi al (ex e nal ela ion-
ships wi h cus ome s, supplie s, business
pa ne s, dis ibu ion ne wo ks, and egula ion
o ade).
2. Cus ome Capi al – in he Con ex
o Li e Cycle Phases
Ma ke , cus ome needs, and cus ome li e
cycle a e he ca ego ies ha a e in e depen-
den . Ma ke ing ep esen s he managemen
p ocess, whose dominan c i e ion is ma ke .
Ma ke ep esen s cus ome needs and indi i-
dual cus ome s ha e hei own needs. This
managemen p ocess is e y di icul , because
i is unde p essu e o globaliza ion and
in e na ionaliza ion [20]. En ep eneu s ha e
been asking hemsel es a ques ion: Who is ou
cus ome ? The in o ma ion hey need is who,
ou o he cus ome s, is he mos p o i able o
he en e p ise. The o ganiza ion mus know he
esou ces equi ed o mee cus ome
equi emen s and achie e i s expec a ions [14].
The pu pose o ma ke ing ac i i ies is o
gain knowledge and unde s anding o wha he
clien wan s and hen p o ide i while achie ing
p o i o he en e p ise [11].
Consume buying beha iou may be
de ined as “ he en i onmen and decision
p ocess a ec ing indi iduals and g oups when
e alua ing, acqui ing, using o disposing o
goods, se ices o ideas” [22].
The ela ionship de eloped wi h cus ome s
is o a g ea impo ance o an en e p ise in
e ms o achie ing he en e p ise’s main goals,
such as inc eased p oduc i i y, ma ke sha e,
and a ange o in luences.
Hallbe g, in his publica ion ‘All Consume s
A e No C ea ed Equal’ o mula ed he so-
called cus ome ’s li e cycle wi h a company,
which illus a es wha impac on he en e p ise’s
p o i he li e cycle phases ha e in he ela ion-
ship be ween a cus ome and an en e p ise.
Fo his pu pose, h ee g oups o cus ome s
we e dis inguished acco dingly, ela ed o he
pe iods o coope a ion – om he s a o he
end [6], [8]:
new cus ome s – who bene i om he
company’s o e o he i s ime,
e u ning cus ome s – cus ome s who
decide o con inue shopping a e he i s
con ac wi h he company, and become
mul iple buye s,
los cus ome s – who s opped buying
p oduc s o he gi en company.
Howe e , his di ision does no ake in o
accoun he g oup o po en ial cus ome s,
he e o e he p oposal was made ha he esul
o conduc ing an e ec i e analysis and o
cus ome capi al cha ac e is ics, would be he
ollowing h ee main g oups o cus ome s in
ela ion o ime and li ecycle o cus ome : pas ,
p esen and u u e [7].
Pas cus ome s – he i s g oup o
cus ome s was o alue o an en e p ise in he
pas . The cus ome s exe ed an in luence on
he en e p ises’ ac i i y by p o iding knowledge
abou hei needs and hei expec a ions. The
EM_01_14_zlom 20.3.2014 8:44 S ánka 64
Business Adminis a ion and Managemen
651, XVII, 2014
ac ha cus ome s s a desis ing om he
demand ac i i y migh mean ha hei
expec a ions a e no me which can esul in
losing cus ome s. An impo an eason o ha
may be a lack o loyal y and us in he b and,
which indica es ha a cus ome goes by he
a gumen o low p ices, e y o en a andom. I
is he e o e wo h knowing which ac o s
p omp ed he cus ome o lea e, which could
help in d awing conclusions o he u u e and in
de eloping an e ec i e cus ome o ien a ion.
Passi i y o a cus ome migh also a es o he
shi o goods o e ed by an en e p ise owa ds
he sphe e o unno iceable goods.
Cu en cus ome s cons i u e he second
g oup. I is a g oup which ep esen s an ac i e,
in demand, cu en cus ome da abase, de e mi-
ning he p esen ac i i y o an o ganiza ion.
Cu en cus ome s, despi e hei s abili y, s ill
expec he company’s in e es in hei needs.
No ma e wha he company’s p o ile and he
indus y a e, cus ome s equi e good se ice
and di ec con ac .
In he case o as mo ing goods, which a e
pu chased ‘o - he-shel ’ and desi ed by
acus ome in a a ie y o dis ibu ion channels,
he main enance o ela ionships wi h cus ome s
depends on he o e ed p oduc (mix ma ke ing
elemen s – p oduc and i s packaging, ob ained
quali y and usabili y, p ice and pu chasing
con enience), bu abo e all by he image
c ea ed. Cus ome s make speci ic pu chasing
choices by accep ing an o e and by iden i ying
wi h he en e p ise’s image. The main me hods
o exe ing an in luence and communica ing
wi h cu en cus ome s a e ac i e p omo ion
ools and ex ensi e ma ke esea ch, designed
o ga he in o ma ion om he ma ke o help in
adjus ing he o e o cus ome s’ needs.
Fu u e cus ome s a e he ma ke pa icipan s
he companies a e in e es ed in because
anyone who is no he company’s cus ome is
he cus ome o he compe i o s. The p ocess
o ob aining cus ome s is p edominan ly ca ied
ou by he same means o media (p omo ion)
as i is used in ac i i ies associa ed wi h
main aining he exis ing cus ome s. Howe e , i
does no only apply o ad e ising in he media,
and he p ocess o cus ome us building
should begin long be o e he s a o an ac i e
cus ome li e cycle.
Changes in he business en i onmen
equi e a mo e lexible o ganiza ion which is
able o espond p omp ly o he ma ke
si ua ion. People a e playing he key ole in he
con inuous adap a ion o business. T adi ional
s a egic planning p ocesses a e oo slow and
he e o e he compe ence and esponsibili y o
decision a e ansmi ed o people who mus be
able o p oac i ely de ec po en ial oppo uni ies
in new si ua ions.
Human esou ces a e conside ed as he
key sou ce o business. On he o he hand, he
li e a u e indica es ha human esou ces a e
u ilized in business only up o o y pe cen .
This pa adox is caused by insu icien use o
manpowe , skills and abili ies o wo ke s, hei
imp ope in eg a ion in o he wo k o ce, insu -
icien use o hei knowledge in managemen
o he o ganiza ion (lack o eedback), and
o he ac o s. Wi hin se ice businesses, whe e
he wo ke is in di ec con ac wi h he
cus ome , his lack o accep ance is conside ed
as a s a egic mis ake. Fo businesses i is e y
impo an o build us and cus ome loyal y. By
applying he p inciples o a lea ning
o ganiza ion, businesses a e di ec ed owa ds
con inuous lea ning, acquisi ion and sha ing o
new knowledge ha can be used o building
con idence in indi idual s ages o he cus ome
li e cycle.
3. Lea ning O ganiza ion in SMEs in
Slo akia and Building
Cus ome ’s Con idence
Knowledge Managemen p o ides o ganiza-
ions wi h a lo o changes [5]. Acco ding o
Ala i and Leidne [2] he mos signi ican
changes include changes in communica ion
(accele a ion, imp o ing o communica ion, and
ensu ing employee pa icipa ion in communi-
ca ion), labo e iciency ( educing he ime o
c ea ing he inno a ion, and inc eased p oduc i-
i y), inance (inc ease in u no e and cos
educ ion), ma ke ing (expansion and imp o emen
o cus ome se ice, s ong cus ome o ien a ion,
and in oduc ion o a a ge ed ma ke ing).
Knowledge managemen is he esponse o
he eme gence o new ways o c ea ing weal h
based on in o ma ion and knowledge. I s
implemen a ion ensu es ha he o ganiza ions
main ain hei posi ion in he cu en u bulen
en i onmen . One o he ways o ensu e
managemen and sha ing o knowledge in he
o ganiza ion is o c ea e a lea ning o ganiza ion
[13].
EM_01_14_zlom 20.3.2014 8:44 S ánka 65
Ekonomika a managemen
66 2014, XVII, 1
The abili y o indi iduals o use he acqui ed
knowledge in hei daily wo k enables lexible
and quick esponse o eme ging si ua ions as
well as dealing wi h hem igh , wi h ega d o
he e iciency o he company. Wha eally
ma e s is good communica ion, which means
being pe cep i e o he messages ha o he
people (e.g. cus ome s) a e con eying h ough
hei e bal and non- e bal communica ion
cues. This is especially isible in he ield o
business, whe e he di e ences in alues and
assump ions a e p ojec ed in he ways people
eac in many common si ua ions [4].
To c ea e he concep o a lea ning o gani-
za ion, i is necessa y ha manage s lea n om
expe ience. P e e ed ways o lea ning mus be
ecognized and suppo o some ea u es –
such as openness, c ea i i y, sys ems hinking,
help ulness, e c., is ine i able. Lea ning o gani-
za ion mus ha e a sys em, and a he same
ime p ocedu es and p ocesses ha a e
cons an ly de eloping he capabili ies o
indi iduals o achie e objec i es. Based on
compa ison and syn hesis o esea ch
conduc ed in Slo akia [11], [15] and in Bohemia
[17], [23], [24], knowledge managemen is no
an ac i e pa o he managemen o
o ganiza ions. Also businesses which applied
elemen s o knowledge managemen ha e
done i unsys ema ically and o en subliminally.
Knowledge managemen is conside ed only
o educa ion o he use o in o ma ion
echnologies when wo king wi h in o ma ion.
Ba ie s o c ea ion and ans e o knowledge
a e especially a aid o he knowledge abuse,
ea o incomp ehension o knowledge,
igno ance ha he gi en knowledge also needs
someone else, and lack o mu ual con idence.
Simila indings we e ob ained om he pilo
su ey, which was conduc ed as a p elimina y
ac i i y o he p ojec VEGA a Facul y o
Economics, Ma ej Bel Uni e si y. The su ey
was conduc ed by ques ionnai e on a sample o
263 esponden s. The s udied sample o o ga-
niza ion we ha e compiled a andom sampling
me hod, and i consis ed mainly o small and
medium-sized en e p ises (85%), non-p o i
o ganiza ions (13%) and p o essionals (2%)
ope a ing in he e i o y o cen al Slo akia
(indus ial en e p ises 58% and o ganiza ions
in se ices sec o 29%). The objec o ou
esea ch was ques ions abou he na u e and
impo ance o lea ning o ganiza ion, as well as
he issue o he condi ions and ac o s
in luencing i s adop ion and use. The pa ial
objec i e was o unde s and how a lea ning
o ganiza ion is pe cei ed by manage s in
Slo ak business and impo ance o his
pe cep ion in building (c ea ing) cos ume
con idence o cu en and po en ial cus ome s.
P e ailing majo i y o esponden s (82%)
de ined he con en and na u e o knowledge
managemen co ec ly, and 78% con i med he
necessi y o i s use in hei o ganiza ion.
Among ac o s ha suppo success ul lea ning
o ganiza ion implemen a ion, 63% esponden s
de e mined he app op ia e co po a e cul u e,
31% chose con inuing educa ion and lea ning,
and 4% emphasized he condi ion o c ea ing
knowledge-manage ial unc ions (e.g. he Chie
Knowledge O ice ). These indings es ablish
app op ia e unde lying assump ions o de ine
he objec i es o he esea ch p ojec VEGA
1/0638/08 – Lea ning O ganiza ion. The
esea ch was conduc ed in 2010 a he Facul y
o Economics, Ma ej Bel Uni e si y in Banska
Bys ica. 700 online ques ionnai es we e dis ibu ed
among chosen small and medium businesses
in Slo akia, ou o which 580 e u ned.
Fo esea ch pu poses, we used 547
co ec ly comple ed ques ionnai es. The la ges
numbe was ep esen ed by o ganiza ions
ope a ing in he machine y indus y (17.55%),
hen se ices (14.99%) and inally ade
(14.44%). The ques ions we e answe ed by
means o ques ionnai e, by manage ’s a all
hie a chical le els. The lowes -le el manage s
we e ep esen ed by he g oup o 51% o
esponden s, he manage s a cen al le el
we e ep esen ed 34% and inally, 15% we e
he g oup o op manage s. The aim o he
esea ch was o de e mine o wha ex en he
p inciples o a lea ning o ganiza ion a e applied
in he selec ed SMEs. We examined he a eas
in which en e p ises a e s ong in applying he
p inciples o a lea ning o ganiza ion, and, ice
e sa, whe e hey ha e weaknesses. Respon-
den s answe ed by a ing scale om 1 o 5
while 1 s ood o ‘ne e ’ (o leas accu a ely)
and 5 o always (mos p ecise). Resea ch
esul s con i med ha Slo ak companies, e en
i no lea ning o ganiza ions, b oadly apply
p inciples speci ic o his concep . Wi hin his
pape we wan o poin ou he aspec o us
om he poin o iew o impo ance o building
he p inciples o a lea ning o ganiza ion, as well
EM_01_14_zlom 20.3.2014 8:44 S ánka 66
Business Adminis a ion and Managemen
671, XVII, 2014
as i s di ec ela ion o building cus ome us .
We ha e based ou esea ch on a s a emen
ha he e is a di ec link in be ween how he
company is pe cei ed by he employees and by
cus ome s. When manage s lose us o hei
employees, he employees do no eel good
and consequen ly, his nega i e ene gy b ings
subliminal messages which he employees
(mainly when in di ec con ac wi h he cus ome )
sp ead u he owa ds he cus ome s.
Ou opinion is ha mos o ganiza ions
place he emphasis on he cus ome and hold
he mo o "ou cus ome is ou king." In his a ea
we achie e he highes alue o 4.18 poin s, ig. 1.
We should emphasize ha al hough he
consume is unde s ood as he mos impo an
ma ke pa icipan acco ding o he mo o, i will
no show in o e e yday business ac i i ies.
Muso á [19] a gues ha his mo o ca ies
signs o a p oclama ion. An impo an condi ion
o de eloping a lea ning o ganiza ion is he
ac ha employees ha e no p oblem in
passing hei expe ience be ween each o he
and espec ing each o he , which was e lec ed
in a numbe o analyzed o ganiza ions. Value o
3.99 poin , con inced us ha no only he
employees hemsel es c ea e a lea ning
o ganiza ion, bu in ou businesses i is also
leade ship ha encou ages company’s employees
o be asked o expand bo h i s knowledge and
skills. Managemen unde es ima es ewa ding
hei employees o hei g ow h and con inuous
imp o emen , which we managed o con i m
(3.25 poin s). We ound ou ha he s a in he
analyzed o ganiza ions does no ha e di icul y
ob aining ele an in o ma ion and pa icipa ing
in he lea ning p ocess. The weak poin is he
sys em o e alua ion and measu emen o
lea ning ou comes in ela ion o esou ces
spen (3.06 poin s). One o he ac o s when
building an o ganiza ional cul u e o a company,
is con idence in employees’ skills, which g ea ly
in luences sha ing o he o ganiza ion’s
knowledge [16]. The answe o he ques ions
conce ning us in employees’ skills was
e alua ed e y posi i ely. Manage s lead hei
employes o independence and us hem in
new challenges which hey ace (3.71).
Fig. 1: Resea ch esul s
Sou ce: own esea ch
EM_01_14_zlom 20.3.2014 8:44 S ánka 67
Ekonomika a managemen
68 2014, XVII, 1
Wi hin his esea ch we sea ched o
aspeci ic way o knowledge exchange, while
he ollowing ca ego ies we e de emined as he
op ions: knowledge exchange on basis o
o de s o managemen , p inciples o us ,
wo king ela ions, and knowledge exchange on
basis o pe sonal and iendly ela ionships wi h
one’s colleagues. As i can be seen in Fig. 2,
only in 9% o he analyzed companies he e
exis s knowledge exchange wi h colleagues, as
based on pe sonal and iendly ela ionships.
The ac ha knowledge o he company is
exchanged and sp ead (dissemina ed) on basis
o he wo king ela ionships (hie a chy), was
con i med by 41% o ou esponden s. F om
he poin o iew o e alua ing he co po a e
cul u e i was e y in e es ing o us o see he
pe cen age o companies in which knowledge
is exchanged on basis o al eady buil
con idence be ween he employees and he
managemen . This op ion was only chosen by
19% o esponden s. The opposi e o his is
knowledge exchange based on o de s om he
managemen .This si ua ion can be no ed
mainly in companies whe e he ac i i ies a e
pe o med wi h he use o an indi idual app oach,
wi h he absence o eam coope a ion and
c ea i i y, as well as h ough p e e ence o he
al eady es ablished wo king p ocedu es and
a ailable knowledge. In ou sample we ha e
no ed 31% o companies whe e exchange and
dissemina ion o knowledge is pa ly based on
o de s om he managemen .
Fig. 2: Way o knowledge exchange in SMEs
Sou ce: own esea ch
When inding ou he impo ance o
knowledge exchange be ween he employees
and building cus ome us we asked
esponden s a ques ion how much hey ag ee
wi h a gi en s a emen . As i can be seen om
Fig. 3, majo i y o esponden s (57%) do no
see a di ec connec ion be ween how he
company is pe cei ed by he employees and
how i is pe cei ed by he cus ome s. Only 17%
(93 espondnen s) ag eed wi h he gi en
s a emen .
On bases o he abo e s a ed we can say
ha he esponden s o he analyzed
companies do no conside ela ionship
be ween knowledge exchange and building
cus ome con idence impo an (Fig. 3).
The e o e, i is impo an o appeal o manage s
and poin ou he easons o building a lea ning
o ganiza ion in companies, because when
he e is an open co po a e cul u e and he
knowledge exchange is based on us , cus ome
needs a e de ec ed and and unde s ood in
EM_01_14_zlom 20.3.2014 8:44 S ánka 68
Business Adminis a ion and Managemen
691, XVII, 2014
each phase o he li e cycle. Cus ome capi al is
unde s ood as o ganiza ion’s knowledge abou
cus ome needs, hei p e e ences and quali a i e
alues. Cus ome capi al in impo an mainly
because i helps c ea e a ela ionship o he
o ganiza ion owa ds i s cus ome s and
de elopmen o his ela ionship. On basis o
mu ual us he cu en emloyees become
loyal, no pas cu ome s. Thei posi i e
expe ience is sha ed wi h o he s, which helps
he company o add ess po en ial cus ome s.
Fo o ganiza ion ha wan s o become
alea ning o ganiza ion, i is necessa y o ealize
ha his is a complex and leng hy p ocess ha
equi es a lo o e o ; and he objec i e is o
con inuously inc ease he sa is ac ion o
exis ing and u u e cus ome s [9], [12].
Conclusions
C ea ion, de elopmen , use and e alua ion
knowledge is c ucial o he o ganiza ion, o
ensu ing i s u he de elopmen , as well as in
e ms o gaining and main aining he compe i i e
ad an age. In he las yea s may be seen
inc easing impo ance o in ellec ual capi al and
i s en o cemen as he mos impo an o m o
capi al. O he o ms o capi al ( echnology, money,
land) a e dependen on he knowledge capi al.
Knowledge managemen deals wi h human
esou ce managemen and he e o e is likely o
be a long- e m and e ec i e business ool.
Mode n o ganiza ions need o de elop
awa eness o he need o a comp ehensi e
cus ome capi al managemen o o ganiza ions
in a ious s ages o he li e cycle. The le el o
con idence ha has been de eloped wi h
cus ome s will de e mine he p edic ed
dynamics, he u u e e ec s o an o ganiza ion,
bo h economic and social. A well-managed
cus ome capi al suppo s he p ocess o achie ing
he objec i es (s a egic and ope a ional) o
ac i e o ganiza ions, sa is ac ion o cus ome s,
and i also suppo s he launch o new o
modi ied p oduc s due o knowledge o each
ma ke segmen . So as knowledge could low
h ough he o ganiza ion wi hou any p oblems,
employees mus us each o he and know ha
hey will also be p o ided knowledge by hei
colleagues. This way o knowledge exchange is
conside ed mos impo an when e alua ing he
co po a e cul u e which is one o he main
p e equisi es o building a lea ning o ganiza ion.
Only in such case hey will be willing o sha e
he knowledge. I is he employees in lea ning
o ganiza ions who c ea e he highes alue o
he ex e nal cus ome s. I is essen ial ha
managemen ewa d and e alua e employees
Fig. 3: Impo ance o knowledge exchange and building cus ome us
Sou ce: own esea ch
EM_01_14_zlom 20.3.2014 8:44 S ánka 69
Ekonomika a managemen
70 2014, XVII, 1
who sha e hei knowledge wi h o he s. A he
same ime i is necessa y o he managemen
o suppo he employees in asking ques ions and
hus p o ide be e access o in o ma ion which
is ele an , o pe manen ly inc ease sa is ac ion
and us o he exis ing and u u e cus ome s.
In ensi e ma ke ing ac i i ies ocuses on
achie ing a compe i i e ad an age by ea ned
con idence in he b and and he p oduc
manu ac u e , which will b ing he expec ed
esul s o he o ganiza ion. Cus ome capi al
ac i i y will hus be e lec ed in he ma ke
posi ion o he o ganiza ion.
Re e ences
[1] ADAMSKA, M. Cus ome capi al o mode n
business and i s impac on e iciency. In Meziná-
odní Masa yko a kon e ence p o dok o andy
amladé ûdecké p aco níky 2011. H adec K á-
lo é: Magnanimi as, 2011. p. 906-914. ISBN
978-80-904877-7-2.
[2] ALAVI, M., LEIDNER, D. Re iew o knowledge
managemen and knowledge managemen sys-
ems: Concep ual ounda ions and esea ch
issues. MIS Qua e ly. 2001, Vol. 25, Iss. 1, pp.
107-136. ISSN 2162-9730.
[3] ALTKORN, J., KRAMER, T. Leksykon ma ke-
ingu. Wa szawa: Polskie Wydawnic wo Ekono-
miczne, 1998. 275 p. ISBN 83-208-1087-6.
[4] BENâIKOVÁ, D. Wha is he CQ and how o
bene i om i ? Managemen o Cul u al Di e si y:
Wha A e he S akes in Eu ope? Unde di ec ion o
Thie y Côme and ªudmila Me‰ko á. B uxelles:
B uylan Collec ion, 2011. p. 65-75.
[5] BURE·, V. Koncep uální pe spek i a znalos -
ního managemen u. E+M Ekonomie a Manage-
men . 2009, Vol. 12, Iss. 2, pp. 84-96. ISSN
1212-3609.
[6] CICHOSZ, M. LojalnoÊç klien a a logis yka i m
us∏ugowych. Wa szawa: Szko∏a G∏ówna Hand-
lowa w Wa szawie, 2010,15 p. ISBN 978-83-7378-
509-0.
[7] DùDKOVÁ, J., LO·TÁKOVÁ, H. Souãasn˘
s a iden i ikace zákazníkÛ e i mách pÛsobících
na spo fiebním hu pfii upla Ào ání „CRM“.
E+M Ekonomie a Managemen . 2007, Vol. 10,
Iss. 4. pp. 92-99. ISSN 1212-3609.
[8] HALLBERG, G. All Cus ome s A e No C ea ed
Equal. To on o: Wiley & Sons, 1995. 309 p. ISBN
0-471-12004-9.
[9] HOMMEROVÁ, D. V˘zkum za ádûní CRM
podniko é p axi. E+M Ekonomie a Managemen .
2009, Vol. 12, Iss. 1, pp. 108-122. ISSN 1212-3609.
[10] KOTLER, P., ARMSTRONG, G. Ma ke ing.
P aha: G ada Publishing, 2004. 856 s. ISBN
80-247-0513-3.
[11] KOTLER, P. Ma ke ing. Poznaƒ: Dom wydaw-
niczy Rebis, 2005. pp. 57-61. ISBN 83-7301-532-9.
[12] KUBINA, M., LENDEL, V. Hexagonal S ella
Model o CRM – Key Elemen s In luencing he
CRM Building. E+M Ekonomie a Managemen .
2012, Vol. 15, Iss. 1, pp. 57-72. ISSN 1212-3609.
[13] LIBERKO, I., MALÁK, M. Implemen ácia
a yuÏi ie znalos ného manaÏmen u p i zlep‰o aní
p oceso ma ke ingo o o ien o anej i me. In
Zbo ník z medziná odn˘ch edeck˘ch dní. Ni a:
SAU, Fakul a ekonomiky amanaÏmen u, 2006. pp.
879-883. ISBN 80-879640-01-0.
[14] MALÁ, D. P epojenie modelu ˘nimoãnos i
EFQM a yb an˘ch manaÏé skych modelo .
KVALITA. 2008, Vol. 15, Iss. 2, pp. 18-23. ISSN
1335-9231.
[15] MALHOTRA, Y. Measu ing Knowledge Asse s
o a Na ion: Knowledge Sys ems o De elopmen ,
S a e o Resea ch 2003-2004. Sy acuse (NY),
2003. 48 p. Sy acuse Uni e si y & Uni ed Na ions.
A ailable also om: h p://www.kmne wo k.com/
KnowledgeManagemen Measu emen Resea ch.pd .
[16] MESÁRO·, P. Znalos ná kul ú a podniku -
p edpoklad implemen ácie manaÏmen u znalos í.
ManaÏmen eó ii a p axi. 2005, Vol. 1, Iss. 3,
pp. 55-60. ISSN 1336-7137.
[17] MLÁDKOVÁ, I. Knowledge Managemen in
Companies in Czech Republic. Ekonomika
amanaÏmen podniku. 2004, Vol. 2, Iss. 1, pp. 19-27.
ISSN 1336-4103.
[18] MROZIEWSKI, M. Kapi aÆ in elek ualny
wspóÆczesnego p zedsi´bio s wa. Koncepcje,
me ody wa oòciowania i wa unki jego ozwoju.
Wa szawa: Wydawnic wo Di in, 2008. 29 p. ISBN
978-83-7251-857-6.
[19] MUSOVÁ, Z. Spoloãenská zodpo ednosÈ
ma ke ingo ej p axi podniko . Banská Bys ica:
Uni e zi a Ma eja Bela, Ekonomická akul a Banskej
Bys ici, 2013. 228 p. ISBN 978-80-557-0516-3.
[20] POLIAâIKOVÁ, E. ManaÏmen kºúão ˘ch
zákazníko . 1. yd. B a isla a: Iu a Edi ion, 2012.
101 p. ISBN 978-80-8078-451-5.
[21] PORTER, M.E. The i e compe i i e o ces
ha shape s a egy. Ha a d Business Re iew.
EM_01_14_zlom 20.3.2014 8:44 S ánka 70