Nowadays, it is widely accepted that knowledge is the primary source of adding more value to organizations and business units. Customer relationship management (CRM), on the other hand is the main bridge for building a connection between management team and users and a good CRM also contributes to firms in terms of customer retention and getting more market share through word of mouth advertisement. In this paper, we present an empirical investigation to find the effect of knowledge on CRM in one of Iranian banks. The proposed study selects a sample of 384 randomly selected people and distributes a questionnaire among them. Cronbach alphas for all components of the survey have been well above 0.70, which validates the overall questionnaire. The results have confirmed that knowledge influences CRM positively in terms of customer satisfaction, customer loyalty and trust.

The purpose of this study is to investigate the factors promoting knowledge sharing and knowledge creation in banking sector of Pakistan. With the help of literature review, we identified most important factors in knowledge sharing and knowledge creation including organizational culture, trust, motivation, employee’s attitude and socialization. The populations selected for analysis consist of (250) male and female employees of banking sector of Pakistan and response have been received from 225 respondents. The collection of data was a very difficult task and it has taken almost four months. The data were collected from the five cities of Pakistan including Islamabad, Faisalabad, Multan, Peshawar and Lahore. The results show that all the factors have significant impact on knowledge creation and Knowledge sharing. The findings of the study also show that these factors are necessary for the promotion of knowledge creation and knowledge sharing culture in an organization. The knowledge sharing and knowledge creation are the keys for the success of an organization. A firm or an organization can sustain its competitive edge in market with the help of Knowledge sharing and knowledge creation. The final results of this study conclude that socialization factor is at top, trust factor is at second and motivational factor is at third according to the respondents’ point of view.

One of the challenges in contemporary zone of management and organizational behavior is to create and strengthen social capital. Social capital arises from individuals trying to help people build trust, relationships and cooperation. Without social capital, employees are not able to share information and knowledge. The purpose of this study is to review the relationship of social capital and the learning organizational in one of Iranian organizations called Jihad Agriculture Organization of Kermanshah. The statistical population includes 270 employees of this organization and a sample size of 159 people are chosen using Morgan statistical table for a the first six months of 2012. The research method is descriptive- survey, the type of correlation and a questionnaire for collecting information are used. A number of university professors confirmed validity of the questionnaires. Their reliabilities were obtained with Cronbach & apos; s alpha and the coefficients for questionnaire of social capital was 0.705 and for questionnaire of learning organization was 0.838, respectively. By using correlation coefficient and multiple regressions, the data were analyzed. Results in a significant level of 95% showed, social capital had a meaningful relationship with learning organizational.

This paper presents an empirical study to identify factors influenced on knowledge sharing of employees in organization. With wide literature review in knowledge management, we identify important factors in sharing knowledge including trust, culture, organizational structure, employee & apos; s attitude to share knowledge, and motivation method. The survey is based on a questionnaire consists of 25 items to measure the impact of important factors. Research population is selected from state and private bank & apos; s employees. The preliminary results show that only organizational structure has not significant impact on knowledge sharing.

In this article, we investigate the relationship between social capital and employee participation in Gurgan Medical Science University. The results of our study indicate that there is an indirect relationship between employee participation networks and employee participation, an indirect relationship between trust and closeness with employee participation and there is an indirect relationship between employee closeness and employee participation. Our investigation shows that there is a relationship between trust grade and employee participation. In other words, as trust grade increases there is an increase in employee participation. Another observation is that there is an indirect relationship between employee communication networks and participation. Another observation is that there is a direct relationship between communication network and closeness as well as trust, which means that as communicational network increases, trust and closeness grades in organization increase too.