Five Styles of Customer Knowledge Management, and How Smart Companies Use Them To Create Value

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Intellectual capital‐in‐action and value creation: A case study of knowledge transformations in an innovation project (2005, methodology): “In the utilisation of IC resources, the EFX team had chosen to mobilise and manage “knowledge about customers” rather than “knowledge from customers” (Gibbert et al., 2002).”
A knowledge management approach to organizational competitive advantage: Evidence from the food sector (2009, background): “Such knowledge differs from knowledge about customers that is traditionally prevalent in works on KM and CRM (Gibbert et al., 2002) and that is explicit in nature.”
Exploring the role of customer relationship management (CRM) systems in customer knowledge creation (2014, background): “Customers are a very valuable knowledge resource for organizations, ‘‘yet only a few companies are actually managing well their perhaps most precious resource: the knowledge residing in their customers’’ [24].”
Enabling Customer-Centricity Using Wikis and the Wiki Way (2006, neutral): “[16]).”
The tyranny of the Balanced Scorecard in the innovation economy (2006, background): “Effective supply and demand chains support deeper levels of customer ‘success’ (beyond customer satisfaction and relationships), as well as leverage and utilize customer knowledge (Gibbert et al., 2002) and value chain partner knowledge for appropriate innovation.”