The aim of this study is to model and evaluate Customer Knowledge Management (CKM) Processes in industrial companies affiliated with the Mostazafan Foundation. This research is applied in terms of purpose and descriptive-analytical in nature. It adopts a mixed-methods approach and has been conducted in both qualitative and quantitative phases. The statistical population in the qualitative section included academic experts and managers of industrial companies under the Mostazafan Foundation. Using the snowball sampling method and the principle of theoretical saturation, 12 individuals were selected as the sample. The data collection tool in the qualitative phase was a semi-structured interview, grounded in a previously extracted theoretical framework. Data analysis in this section was performed using grounded theory. The results of the qualitative phase were presented in the form of four main categories and nineteen subcategories. The quantitative part of the study was conducted using a researcher-made questionnaire derived from the qualitative model and distributed within the statistical population. After confirming the validity and reliability of the questionnaire, 213 participants were selected through random sampling to complete the questionnaires. The findings of the qualitative phase indicated that the dimensions, drivers, strategies, and consequences of the Customer Knowledge Management model in the studied industrial companies include the following elements: assessment of the current state of organizational Knowledge; collection, documentation, and transfer of Customer Knowledge; effective communication with Customers and a comprehensive understanding of their needs and preferences; focus on the process of Knowledge creation around the Customer; psychological profiling and behavioral analysis of Customers; Customer feedback strategies (through surveys, comments, reviews, and interviews); emphasis on the company’s Knowledge-based products; reviewing the history of current Customers (previous purchasing behaviors); implementing creative ideas for products and services; training in Knowledge transfer and Management methods; strengthening technological infrastructure; co-creation of value with Customers; benchmarking sales of new products against competitors’ products; measuring goal attainment levels; enhancing efficiency in Customer service and Customer orientation; digital self-service adapted to Customer needs (in the area of Customer support); intelligent routing of Customer requests to relevant experts; maximizing value creation from Knowledge; strategic-level Knowledge Management; and improving quality and speed in decision-making and Customer service. The causal pathways and relationships between external and internal constructs of the structural model were validated using confirmatory factor analysis.

This research studies the relationship between Customer Knowledge Management and dynamic capabilities. Since Customer Knowledge Management is playing a pivotal role in competitive environments, and also considering companies endeavor to reach sustainable competitive advantage that studying these two concepts, dynamic capabilities and Customer Knowledge Management, therefore studying the relationship between Customer Knowledge Management and dynamic capabilities is the main idea of this research. To do so, 16 hypotheses were proposed and tested. Results of tests confirmed positive and significant relationship between 5 hypotheses out of 16 at the significance level of 95% including: "the relationship between Customer Knowledge Management and sensing dimension of dynamic capabilities", the relationship between Knowledge about Customer dimension of Customer Knowledge Management and dynamic capabilities", "the relationship between Knowledge about Customer dimension of Customer Knowledge Management and sensing dimension of dynamic capabilities", the relationship between Knowledge about Customer dimension of Customer Knowledge Management and seizing dimension of dynamic capabilities", and finally "the relationship between Knowledge from Customer dimension of Customer Knowledge Management and sensing dimension of dynamic capabilities". This research has been conducted in Barid Smaneh Novin, one of the leader companies in IT industry of Iran. This company is continuously facing many challenges because of high-frequency of environmental uncertainties and Customers' freedom of choice.

Nowadays Knowledge has an important role in organizations as an intangible asset. Better and more effective use of organizational Knowledge in a systematic and managable manner and integrating it in organizational culture makes a considerable progress in organizations in terms of economic, social and cultural perspectives. On the other hand unsuccessful Knowledge Management can impose enormous cost to organization. Therefore, recognizing Knowledge Management success factors and applying them, may be a guide for better managing it. Success factors of Knowledge Management have been reviewed and investigated from many approaches and different cases have been studied in organizations in the world. In this paper we are supposed to put these factors in the KM cycle with a different point of view and clarify the priority and importance of these factors in each step of the cycle by using proper tests. Based on the results of this study, 17 factors ranked from first to seven in 3 steps of Knowledge managemet cycle and between them appropriate motivational incentives, leadership support, continual learning and organizational free space have the most frequency.

In recent years, companies have integrated their Customer relationship Management (CRM) and Knowledge Management (KM) efforts because they realize that KM plays a key role in CRM success. Both Knowledge Management (KM) and Customer relationship Management emphasize the allocation of resources to business supportive activities to gain competitive advantages. The aim of this study is to investigate the correlation between Knowledge Management strategies and Customer relationship Management (CRM) in the Iranina hotel chains. The statistical population of the study consists of 220 managers and the size of the sample is 140. Spearman correlation coefficient is used to test the research hypotheses. Our findings show that there is a significant positive relationship between Knowledge Management strategies and Customer relationship Management in the Iranian hotel chians.

Customer Relationship Management (CRM) and Knowledge Management (KM) have become especial and strategic keys in the current competitive environment for all companies. The critical role of KM as the main determinant of the success of CRM has been the focal point of the previous researches, the present paper aimed at studying the impact of different KM factors- such as Customer Knowledge (CK), Staff Knowledge (SK), and Market Knowledge (MK) -on CRM. The data collection is done through participation of 113 experts in selected banks and through applying Structure Equation Modeling (SEM) and Factor Analysis the relationships between KM and selected parts of CRM improvement is examined. The Privatization in Iran has already affected the state banks in some areas such as competitiveness, Customers, and reputation, therefore, it would be necessary to find a way to reduce this competitive gap in the banking sector. The findings of the present study indicated that the KM capabilities, which proved to be effective in more than 60% of the selected parts, could not be taken as the only factors contributing to CRM improvement, this is why KM factor can lead to improvement in CRM sub modules such as Service Management, Complain Management and Suggestion Management.