Print Email Facebook Twitter Embedded Knowledge Processes and Organizational Performance in Medium Size SaaS Customer Support: Closing the Double-Loop for Better Organizational Performance Title Embedded Knowledge Processes and Organizational Performance in Medium Size SaaS Customer Support: Closing the Double-Loop for Better Organizational Performance Author Oostdam, M.P.C. Contributor Verburg, R.M. (mentor) De Reuver, G.A. (mentor) Lobbezoo, M. (mentor) Faculty Technology, Policy and Management Department Technology, Policy and Management Innovation Systems Programme Section Technology, Strategy and Entrepreneurship Date 2012-12-07 Abstract Many knowledge intensive small and medium size organizations have already implemented knowledge management tools and approaches, but often in an unstructured and intuitive fashion. This makes managing knowledge processes difficult, may hinder adoption by support workers, and reduces the effects on organizational performance. Observations at the support department of Adyen, combined with recent literature, yield success factors relevant for medium size SaaS companies to implement effective knowledge processes. Firstly, knowledge processes should be embedded in the business processes. Secondly, double-loop learning is supported by descriptive knowledge which is required for challenging the standing assumptions about the business process. A ticket issue categorization tool adhered to these two success factors. Based on the lessons of this research this categorization tool has been re-embedded, and therefore readopted. Thirdly, knowledge process interventions should be participative, incremental, and continuous. This research implemented one, and quantitatively evaluated two such interventions. The data for evaluation has been gathered using a continuous time-series design with heterogeneous groups. Knowledge capturing, storing, organizing, and sharing provided the insights needed to perform both interventions. The first intervention – performed by the knowledge workers of Adyen support – resulted in a 70% improvement of the number of shoppers that got to hear the right information in the call menu. This improves the support department’s performance through more accurate classification of the shopper issues, and provides important lessons for future improvements. The second intervention was performed at the sales department, in cooperation with an expert support worker. As a result, the amount of captured sales leads at the sales department almost doubled. Based on these findings, it can be concluded that there is an indirect positive effect of descriptive embedded knowledge processes on organizational performance in medium size SaaS companies. The business process intervenes between knowledge processes and organizational performance, because this is where customer value is created. Subject Organizational PerformanceKnowledge ProcessDouble-loop LearningTicketsSmall Process To reference this document use: http://resolver.tudelft.nl/uuid:216d5bcd-b006-4963-b13e-25f69e3376ea Embargo date 2013-12-07 Access restriction Campus only Part of collection Student theses Document type master thesis Rights (c) 2012 Oostdam, M.P.C. Files PDF Oostdam_2012.pdf 3.26 MB Close viewer /islandora/object/uuid:216d5bcd-b006-4963-b13e-25f69e3376ea/datastream/OBJ/view