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The impact of customer knowledge capability and relational capability on new service development performance: The case of health service

Published online by Cambridge University Press:  02 February 2015

Rhay-Hung Weng  and
Ching-Yuan Huang
Rhay-Hung Weng
Affiliation:
Department of Hospital and Health Care Administration, Chia Nan University of Pharmacy and Science, Tainan, Taiwan
Ching-Yuan Huang
Affiliation:
Department of International Business and Trade, Shu-Te University, Kaohsiung, Taiwan
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Abstract

This study intends to explore the impact of the customer knowledge integration capability, customer knowledge absorptive capability, customer knowledge creation capability, and customer relationship capability on new service development (NSD) performance for Taiwan's hospitals from customer knowledge and customer relationship perspectives. We employ the self-administered mail survey to collect research data and select self-pay medical service managers or top managers as key informants. After testing the fitness of sample representativeness, non-response error, common method variance, reliability, and validity, we adopt structure equation model to test the research model. Empirical results indicate the customer knowledge absorptive capability of a hospital is positively associated with NSD performance, and the customer knowledge integration capability of a hospital fully mediates the relationship between customer knowledge absorptive capability and NSD performance. However, customer relationship capability and customer knowledge absorptive capability both have positive influence on customer knowledge creation capability. Managerial and theoretical implications are discussed.

Keywords

new service developmentcustomer relationshipcustomer knowledgeknowledge integrationknowledge creationhealth services
Type
Service improvements in healthcare systems
Information
Journal of Management & Organization , Volume 18 , Issue 5: Healthcare management: Progress, problems and solutions , September 2012 , pp. 608 - 624
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2012

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