Although most firms have accumulated customer knowledge in knowledge management systems (KMSs) over time at the organizational level, there is a lack of understanding of its role in creating their own idiosyncratic capabilities and superior performance. Under the circumstances, this study argues that three dimensions of customer knowledge in KMSs namely, customer knowledge level, customer knowledge integration, and accessibility of customer knowledge influence customer service representatives (CSRs)’ knowledge utilization and acquisition, thereby increasing service performance. The results provide empirical support for the assertion. This study offers an insight into how customer knowledge in KMSs ultimately influences service performance.
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