Journal of Open Innovation: Technology, Market, and Complexity 10 (2024) 100227

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Journal of Open Innovation: Technology, Market,

and Complexity
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market-and-complexity

The relationship between CRM, knowledge management, organization

commitment, customer profitability and customer loyalty in
telecommunication industry: The mediating role of customer satisfaction
and the moderating role of brand image
Md. Abu Issa Gazi a, d, *, Abdullah Al Mamun b, Abdullah Al Masud b, **,
Abdul Rahman bin S. Senathirajah c, Tazizur Rahman b
a
INTI International University, Persiaran Perdana BBN Putra Nilai, 71800 Nilai, Negeri Sembilan, Malaysia
b
Department of Management Studies, University of Barishal, Barishal 8254, Bangladesh
c
Faculty of Business and Communications, INTI International University, Persiaran Perdana BBN Putra Nilai, 71800 Nilai, Negeri Sembilan, Malaysia
d
School of Management, Jiujiang University, Jiujiang 332005, China

A R T I C L E I N F O A B S T R A C T

Keywords: The purpose of this study is to evaluate a customer relationship management (CRM) model based on telecom
Knowledge Management customers’ experiences with the company’s services. For this purpose, this study examines how the influence of
Organizational commitment organizational commitment(OC) and knowledge management (KM) on customer relationship management
Customer relationship management
(CRM), affects customer profitability (CP) and customer loyalty (CL) directly and indirectly through customer
Customer satisfaction
Customer Profitability
satisfaction (CS) along with moderating role of brand image. We examined hypotheses by utilizing structural
Customer loyalty equation modeling (SEM) and data gathered from 100 consumers of the Bangladeshi telecommunication sector,
Brand Image and a survey was performed through online and offline with a pre-structured questionnaire. The study found that
knowledge management and organizational commitment affect CRM performance, which greatly affects
customer profitability and loyalty, both directly and indirectly through customer satisfaction. Customer profit­
ability also greatly affects customer loyalty. This study also revealed that brand image moderated CRM and CP,
CRM and CS, and CRM and CL correlations. The present research built a moderated-mediation paradigm by using
the possible mediating impact of client happiness and the moderating impact of brand image to show how CRM is
both directly and indirectly connected to clients’ profitability and loyalty. Present study suggested that, the
managers of telecommunication companies should use effective CRM strategies to provide their consumers with
personalized and appropriate experiences, which afterwards allows for the goal of long-term client profitability
and loyalty and maintains long-term sustainability in this industry.

1. Introduction
In the highly competitive telecommunications industry, a churn rate
of 30% can have catastrophic consequences (Luo et al., 2024). This study
explores the complex interrelationships of CRM, knowledge manage­
ment, and commitment, highlighting their synergy in effectively man­
aging customer satisfaction, profitability, and loyalty. We priorities data
synchronization, emphasizing the crucial significance of satisfaction and
brand image, and effectively suggest a comprehensive approach to
connecting with customers in this constantly changing domain. Now, let
us focus on the harmonious combination of loyalty and profitability,
overseen by the dedicated trinity of CRM, knowledge, and dedication.
(Kodua et al., 2022; Dhali et al., 2023). Some of these obstacles consist of
greater competition between institutions, improvements in computer
technology, the rise of overall quality responsibility, the development of
the distributed economy (Kumar and Mokha, 2021; Qing et al., 2023),
the desire to customize products (Pech and Vrchota, 2022), and glob­
alization (Vargas-Hernández, 2022;). CRM, or customer relationship

* Corresponding author at: School of Management, Jiujiang University, Jiujiang 332005, China.
** Corresponding author.
E-mail addresses: maigazi@yahoo.com (Md.A.I. Gazi), abmamun.bu@gmail.com (A.A. Mamun), aamasud@bu.ac.bd (A.A. Masud), arahman.senathirajah@
newinti.edu.my (A.R.S. Senathirajah), trahman@bu.ac.bd (T. Rahman).

https://doi.org/10.1016/j.joitmc.2024.100227
Received 25 November 2023; Received in revised form 21 January 2024; Accepted 28 January 2024
Available online 2 February 2024
2199-8531/© 2024 The Author(s). Published by Elsevier Ltd on behalf of Prof JinHyo Joseph Yun. This is an open access article under the CC BY license
(http://creativecommons.org/licenses/by/4.0/).
Md.A.I. Gazi et al.
management (Attaran, 2020; Hossain et al., 2023a), constitutes one of
the key variables that the writers say may be used as a way to address
these problems. In fact, many writers have written about the many
benefits of CRM. Some of these benefits include improving customer
loyalty, profitability, and happiness, in addition to the success of the
company (Madhani, 2019; Gazi et al., 2023b). Dehghanpouri et al.
(2020) say that the main goal of CRM procedures is to improve how well
they are put into place, and this in turn impacts how well companies talk
to their customers. Sun (2020), says that CRM is a big advantage that
companies can use to improve how they talk to customers. Altarifi
(2020) found that CRM has a strong, direct, and positive effect on the
success of marketing. Also, brand image is a marketplace-specific factor
that make sure become a lot of attention as a moderator, even though it
is important for increasing trust (Nyadzayo and Khajehzadeh, 2016;
Kodua et al., 2022). By definition, brand image is "how consumers
perceptions of a brand" (Gazi et al., 2022a), and it has to do with how
customers remember the brand (Nyadzayo and Khajehzadeh, 2016).
Research shows that how a customer feels about the brand image is a big
part of what drives commitment and trust, which in turn increase
customer profitability, contentment, and loyalty (Kodua et al., 2022;
Wang et al., 2023). Almohaimmeed (2019) study on CRM and success in
the dining establishment industry found that CRM has a big effect on
how well businesses do. Kodua et al. (2022) figure out how CRM im­
proves customer trust in a good way. CRM is a way for companies to
keep track of how they interact with customers. Kodua et al. (2022) said
that managing these ties means keeping good, ongoing connections with
customers who are loyal and profitable. Itani et al. (2022) said that the
CRM concept is implemented in the leadership of relations with cus­
tomers based on the effective and efficient flow of information and the
delivery of more value to customers while lowering costs for the com­
pany. Cortez et al. (2022) said that CRM theory is a continuous pro­
cedure made up of four steps: gaining knowledge, preparing for the
market, interacting with customers, and analyzing information about
customers.
Rafiki et al. (2019) point out that this method includes a combination
of components, the internet, and a focus on the customer. This is done to
improve the company’s capacity to handle its relationships with cus­
tomers in a way that makes money. Kumar and Mokha (2021) look at
CRM from two different points of view: the strategic and technological
aspects. both of them, and the tactical viewpoint of CRM shows how the
CRM idea has changed over time in regards to operational and inter­
personal advertising, since CRM is the end result of both kinds of
advertising, and a technological perception of CRM shows how organi­
zations use novel techniques like information mining, information
storage, and standard procedures for dealing with clients to deal with
modifications to their company surroundings like greater rivalry and
new technologies. Bozutti (2020) cited a number of CRM definitions in
which the idea is seen as a way to focus on clients, either by focusing
upon their lifecycles, just like an interactive tactic, as a strategy for
competing in a market, or as an innovation that is driven by clients.
Despite the fact that there’s a lot of study on CRM’s influence and not
a lot on brand image’s moderating impact, as far as the writer knows,
little study has yet been done on the indirect influence of CRM on
customer loyalty via satisfaction, loyalty, and profitability for customers
and on brand image’s moderating impact via samples of service firms
like telecommunications firms in Bangladesh (Kartika et al., 2019;
Moorman, 1992; Oliver, 1980). The key benefit of the research involves
identifying the relationships between customer satisfaction and
customer relationship management, customer satisfaction and customer
loyalty, customer satisfaction and customer profitability, customer loy­
alty and customer satisfaction, as well as the impact of brand image on
these relationships. On another note, interactions with customers might
lead to client happiness, but customer satisfaction alone is not sufficient
to guarantee customer loyalty, profitability, or retention (Sofi et al.,
2020; Amin et al., 2020). A good brand image can help companies set
the status of a brand, improve the brand’s success in its sector, and
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Journal of Open Innovation: Technology, Market, and Complexity 10 (2024) 100227
safeguard the brand from competition (Cortez et al., 2022; Paul et al.,
2013).
Many businesses notice that some of their satisfy customers leave
them for other competitors. Customer trust is a significant variable that
is seen as a key precondition for handling this case. Even if a business
wins the trust of its customers, some of them would not bring in any
money, and the business could end up not being ready to keep its
devoted customers. In other words, for a business to be successful, it
needs to be able to keep its loyal and profitable users, and its brand
image ought to help it do that. In fact, this situation came out of many
conversations the researcher had with managers and workers from
different companies. This finding fits with CRM theory, which says that
companies need to keep customers who are both loyal and profitable
(Naim, 2022; Masud et al., 2023a).
The present research constructs and evaluates a combined frame­
work that looks at the concurrent impacts of the service’s assessment
factors (knowledge management and organizational commitment) on
customer relationship management and the impact of customer rela­
tionship management on customer profitability and loyalty, mediated
through customer satisfaction and moderated through brand image The
rest of the article starts with a discussion of the study’s theoretical
structure. The next step is a review of the key constructs and hypotheses
in the literature. Next, the methods and results of the study are shown. In
the end, the study talks about the theory and managerial implications,
its limitations, and the places where additional study needs to be done.
Thus, we consider the following research questions: RQ1; How do dy­
namic knowledge practices and employee involvement (beyond
commitment) impact CRM success in Bangladesh’s changing telecom
industry? RQ2: Does CRM have direct and indirect impacts on CP and CL
through CS, as well as the impact of CP on CL? RQ3: What is the role of
customer brand perception in influencing the relationship between CRM
effectiveness and customer value, satisfaction, and loyalty in today’s
experience-driven economy? We provide new and valuable perspectives
on knowledge management and organizational commitment in the
context of CRM, enhancing the current discussion in these areas. Tele­
communications industry managers and decision-makers will acquire
crucial insights into customer intentions and wants, enabling them to
develop more efficient strategies that priorities customer satisfaction.
Our research provides actionable advice for the telecoms sector to
improve its competitive advantage by validating the significant ele­
ments that influence the impact of CRM on customer profitability and
loyalty. By examining the brand image as a crucial element, our research
findings may be applied to other service industries, enabling more
comprehensive implementation and formulation of strategic plans. Ul­
timately, our study provides company professionals with fundamental
tools and insights to develop deeper customer relationships, enhance
profitability, and promote long-term loyalty.
The subsequent sections of the paper are structured in the following
manner: The following section of this study analyzes the existing liter­
ature. The next section presents the study hypotheses and the suggested
research model as a subsection of literature review. Next, we have
provided a concise overview of the research methodology and present
the empirical findings. Finally, we conclude by engaging in a discourse
and presenting the study’s contributions.
2. Literature review and hypotheses development
2.1. Theoretical framework
CRM has been valued since the 1920 s. The notion addresses
customer retention, customer buy-outs, and relationships with clients
(Agrawal, 2020). The present research was based on past findings that
demonstrated that developing particular connections with customers
could boost long-term business and customer loyalty (Khan et al., 2020).
Customer loyalty indicates satisfaction with the company’s services.
This indirect link between customer connections, customer satisfaction,
Md.A.I. Gazi et al.
and customer loyalty supports relationship marketing (Masud et al.,
2023b). Relationship marketing requires customer relationship man­
agement to build trust and loyalty (Zeithaml et al., 1996; Masud et al.,
2023c). This theory also reveals that corporate customer loyalty greatly
benefits profit maximization (Berry, 1995). CRM attracts customers,
builds strong relationships with suppliers and customers, and maintains
customer satisfaction (Khan et al., 2020). Knowledge-based view theory
further links organizational commitment to knowledge management.
The company’s ability to develop and apply knowledge is its main
competitive advantage, according to a knowledge-based model (Grant,
1996). The resource-based view theory (RBV) states that organizational
resources create competitive advantage (Masud et al., 2021a). The or­
ganization uses customer relationship management and brand image to
gain customer loyalty and a competitive edge (Hossain & Masud, 2012;
Hossain et al., 2021; JosephNg et al., 2023).
2.2. Knowledge management and CRM
In marketing, knowledge is relevant, useable, and partly guided by
practice (Leonard and Sensiper, 1998). Knowledge management (KM)
helps people share and use information by offering accessibility, setting,
and structure, thus reducing education loops (Herman et al., 2020).
Also, knowledge management helps companies use information inter­
nally and externally (Kumar and Mokha, 2022). Consumer knowledge
helps companies CRM processes respond rapidly to customer needs and
adapt to changing markets (Salameh et al., 2020; Masud et al., 2021b).
To use CRM, one must provide specialized knowledge and increase
business-consumer contact to understand their demands. CRM involves
using historical data to improve current performance (Kumar and
Mokha, 2022; Masud, 2019). According to Herman et al. (2020), KM and
CRM efficacy are closely related. Pine (1993) also stressed customer
knowledge’s impact on CRM. This boosts client loyalty and growth.
Thus, CRM and knowledge management are linked.
Hypothesis 1. Knowledge management is positively connected with
CRM.
2.3. Organizational commitment and CRM
Relationship advantages are a major antecedent for the "commit­
ment-trust" that distinguishes relational commerce customers (Morgan
and Hunt, 1994). Commitment is important to many researchers.
Moorman et al. (1992) defined commitment as a desire to maintain a
valued relationship. The concept is that a relationship is worth the labor
needed to keep it going, so a high level of commitment would help
maintain it (Masud and Hossain, 2019). Alkhatib et al. (2022) state that
parties value commitment to trade partners and work hard to maintain
it; commitment increases loyalty, according to research. Calculative
commitment, not emotional commitment, influences consumers’ service
cost-benefit assessments (Kumar and Mokha, 2022). Organizational
commitment boosts business goals and CRM (Alkhatib et al., 2022;
Masud and Mondal, 2017). In order to utilize CRM efficiently, a firm
needs to cultivate a fresh perspective among its customers. A study
conducted by Hossain et al. (2023c) found that CRM directly impacts
customer loyalty.
Hypothesis 2. Organizational commitment is positively connected
with CRM.
2.4. CRM and customer satisfaction, profitability, and loyalty
CRM keeps firms connected to customers (Herman et al., 2020;
Masud et al., 2017). Customer service firms commonly utilize customer
relationship management to boost customer satisfaction and loyalty
(Agrawal, 2020). Marketing’s hardest task is retaining customers. CRM
builds, controls, and expands the business’s customer relationship,
which affects customer satisfaction (Amadea, 2022). A corporation’s
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Journal of Open Innovation: Technology, Market, and Complexity 10 (2024) 100227
marketing goal is to modify customers’ behavior and preferences, which
affect how much they enjoy the brand (Amadea, 2022). In the same way,
Herhausen et al. (2019) define profitability as the difference between a
customer’s willing price and their actual price. As long as a service
provider adds value, customers will stay loyal (Amadea, 2022; Masud
and Ferdous, 2016). The customer’s "perceived value" refers to the
product’s overall benefits. The customer’s perception of value refers to
the overall advantages of the product. The customer’s perspective de­
termines this. (Amadea, 2022). Customer satisfaction increases with a
good CRM (Khan et al., 2020). Consumer satisfaction increases con­
sumer loyalty and confidence to buy more (Agrawal, 2020; Masud and
Alam, 2014).
Customer satisfaction is a primary objective of CRM due to its sig­
nificant impact on goals such as customer retention, loyalty, and, ulti­
mately, customer profitability (Migdadi, 2020; Masud et al., 2013).
Providing value to consumer’s means building loyal customers who are
more likely to buy again, buy more, and not switch brands. According to
a related study (Yuniari, 2020), the most important effects of good CRM
performance are increasing customer satisfaction and reducing com­
plaints. (Sofi et al., 2020) say that the connection with a customer affects
the customer’s profitability, loyalty, and happiness. Because of this, we
developed the following hypothesis.
Hypothesis 3(a). : CRM positively connects customer satisfaction.
Hypothesis 3(b). : CRM positively connects customer profitability.
Hypothesis 3(c). : CRM positively connects customers to customer
loyalty.
2.5. Customer satisfaction and customer profitability and Loyalty
Customer satisfaction is crucial for fostering loyalty, according to
Oliver’s "creationist expectation paradigm" that he proposed in 1980.
Positive experiences enhance trust in the organization’s products or
services, increasing the likelihood of repeat purchases (Adeiza et al.,
2022; Nabi et al., 2022a). Furthermore, this contentment extends out­
ward, enticing new customers attracted to the favorable reputation
(Lubis et al., 2020). This positive feedback loop brings advantages to the
organization by generating more income and benefits consumers by
alleviating their frustrations and enhancing their overall contentment.
Satisfied customers are loyal customers (Alam et al., 2021). Client
satisfaction precedes loyalty, according to service profit chain literature
(Khan et al., 2020). After a good experience, consumers increase their
buying options, making them happier and more optimistic, and they feel
satisfaction, which encourages them to buy again and increases
customer profitability (Adeiza et al., 2022; Khan et al., 2020). However.
Based on this reasoning, we suggest the following hypothesis about
satisfied, profitable, and loyal customers:
Hypothesis 4(a). : Customer satisfaction positively correlates with
customer profitability.
Hypothesis 4(b). : Customer satisfaction positively correlates with
customer loyalty.
2.6. Customer profitability and customer loyalty
Loyalty constitutes one of the most essential ways firms may
generate revenues, based on the CRM concept (Herhausen et al., 2019;
Nabi et al., 2022b). Loyalty may focus on giving customers great
happiness (Migdadi, 2020). Happiness promotes client profitability,
which impacts client loyalty (Herhausen et al., 2019). Zeithaml (1996)
and Migdadi (2020) state that consumer profitability determines loy­
alty, and loyalty affects purchase intent (Lim et al., 2023). The proposed
hypothesis for these studies is:
Hypothesis 5. Customer profitability is positively connected with
customer loyalty.
Md.A.I. Gazi et al. Journal of Open Innovation: Technology, Market, and Complexity 10 (2024) 100227

2.7. Brand image values, and normality tests), 418 full samples were eligible. Table 1
shows respondent demographics. 54.3% female, 45.7% male, and ages
Business success depends on brand image (Adisak, 2022; Nabi et al., Under 20: 6.9%, 20–24: 82.8%, 25–29: 6%, 30–34: 1.9%, and 35 + :
2021). The brand image is perhaps its brand name’s dependability or the 2.4%. 22.5% had an HSC, 66.0% had a bachelor’s, 10.0% had a master’s,
confidence that customers have in it (Wati et al., 2020). It can also be and 1.4 had a PhD. Grameenphone has 58.6%, Banglalink 13.4%, Robi
used as an advertising tool to keep clients and increase profitability, 24.2%, and Teletalk 3.8%. Finally, 4.8% have been connected to these
satisfaction, and loyalty, especially in service industries where the brand operators for less than a year, 23.2% for 1–3, 33% for 3–5%, and 39% for
or company is associated with the service firms (Nyadzayo and Kha­ 6 + years.
jehzadeh, 2016; Hossain et al., 2023d). Brand image plays a critical role
in helping customers decide whether or not to buy the brand and thereby 3.3. Data analysis method
influencing their repurchase behavior, which increases consumer prof­
itability (Wati et al., 2020). A firm’s good brand image affects customer Amos-24 is used to test this study’s model hypothesis using structural
satisfaction and loyalty, which is a buyer’s belief that the organization equation modeling (SEM). SPSS Statistics 25.0 version used to displays
meets their demands (Rather and Hollebeek, 2019; Adisak, 2022; Hos­ demographic and descriptive statistics. The SEM shows the relevance of
sain et al., 2023e). Brand trustworthiness affects customer behavior, the hypothesized routes, and the measurement model evaluates data
making an excellent brand a crucial CRM instrument (Veloutsou, 2015; reliability and validity. This study uses SEM because it clearly links
Nyadzayo and Khajehzadeh, 2016; Huseynli and Mammadova, 2022). concepts and predicts external variables (Anderson and Gerbing, 1988).
Thus, a favorable perception of the brand is projected to boost CRM’s
benefits for consumer profitability and loyalty through consumer satis­ 3.4. Common method variance (CMV)
faction. Therefore, we propose the following hypotheses:
Hypothesis 6(a). : Brand image affects CRM and customer profit­ The single-factor analysis of Harman’s assessed CMV. If each item
ability connections. belongs to a similar construct or the initial component accounts for most
of the variation, CMV problems occur. Using an unrotated solution, the
Hypothesis 6(b). : Brand image affects CRM and customer satisfaction first component explains 25.63% of the variance, and other components
connections. have main components greater than 1, indicating no CMV problem
Hypothesis 6(c). : Brand image affects CRM and customer loyalty (Podsakoff et al., 2003).
connections.
4. Analysis and results
3. Methodology
4.1. Descriptive statistics of measurement scales
3.1. Measurement constructs
The descriptive statistics of measurement scales follow. Table 2
shows CRM construction questions and their mean, SD, skewness, and
The construction of our items was carried out through a series of
kurtosis. The answers range from 6.03 to 5.62 and 0.938 to 1.546. Based
sequential processes in order to validate the predictions derived from
on the table, all items in the present research have skewness scores
our research. The selection of study items was conducted following an
under 2.5 and kurtosis coefficients of fewer than 6.5. Regardless of
extensive evaluation of relevant academic research. The present study
significance, multivariate skewness and kurtosis less than or equal to 2.0
employed research-derived items as documented in previous studies
and 7.0 are problematic (Curran et al., 1996).
(Alkhatib et al., 2022; Almohaimmeed, 2019). Migdadi (2020) devised a
set of measurement measures for evaluating knowledge management.
The study conducted by Almohaimmeed (2019) encompassed many 4.2. Measurement model analysis
aspects pertaining to customer profitability. The implementation of
customer relationship management (CRM) measures. Customer satis­ The current investigation’s hypotheses were verified using the whole
faction items were also provided by Ozkan et al. (2019). The items structural model’s standard route coefficients. The measurement’s reli­
measuring organizational commitment were self-administered and were ability, validity, and model fitness follow. Findings showed that all
derived from the works of Migdadi (2020) and Ozkan et al. (2019). The measures are trustworthy and have standardized factor loads equal to or
customer profitability components utilised in this study were derived
from the research conducted by Almohaimmeed (2019) and Gazi et al. Table 1
(2022a). The present analysis incorporates the findings of Almo­ Demographic characteristics (n = 418).
haimmeed (2019) regarding customer loyalty items, as well as the brand Items Percentage
image items identified in the research conducted by Ozkan et al. (2019). Gender Male 45.7
The appendix provides a comprehensive compilation of all variables and Female 54.3
measuring items utilized in the study (Appendix-1). Age Under 20 years 6.9
20-24 years 82.8
25-29 years 6.0
3.2. Data collection and sampling 30-34 years 1.9
Above 35 2.4
Education Qualification HSC 22.5
We adjusted factor data from HSC, bachelor’s, masters and PhD Bachelor Degree 66.0
educated Bangladeshi telecom users in southern Zone. A three-week Master’s Degree 10.0
online and offline Bangla-translated survey questionnaire in November PhD 1.4
2022 used a seven-point Likert scale from "strongly disagree 1" to Useable Mobile Operator Grameenphone 58.6
Banglalink 13.4
"strongly agree 7". The final survey consisted of two parts. The first part
Robi 24.2
briefly summarizes the study’s goals and notifies participants that their Teletalk 3.8
replies will only be used for this study and kept confidential. We factored Years of connection Below 1 year 4.8
in 35 comments, 30 random participants tested measurement item 1 to 3 years 23.2
comprehension. In the second part, we obtained data from 450 con­ 3 to 5 years 33.0
up to 6 years 39.0
sumers. After data cleaning (removing duplicates, outliers, missing

4
Md.A.I. Gazi et al. Journal of Open Innovation: Technology, Market, and Complexity 10 (2024) 100227

Table 2
Standardized Regression Weights.
Estimate S.E. t-value Mean SD

Knowledge KM2 .936 5.68 1.349

Management KM3 .947 .026 38.705 5.65 1.464
KM4 .930 .027 36.052 5.58 1.480
KM1 .913 .027 33.848 5.70 1.444
Organizational OC2 .953 5.90 1.308
Commitment OC4 .924 .025 37.565 5.74 1.445
OC3 .935 .025 39.440 5.77 1.471
OC1 .897 .025 33.603 5.74 1.374
Customer Relationship CRM2 .932 5.73 1.476
Management CRM1 .926 .029 34.551 5.64 1.471
CRM4 .910 .030 32.641 5.76 1.453
CRM5 .915 .031 33.183 5.68 1.546
Customer Satisfaction CS4 .930 5.68 1.429
CS5 .903 .031 31.292 5.62 1.373
CS1 .901 .029 31.064 5.75 1.563
CS2 .896 .028 30.590 5.69 1.543
Customer Profitability CP3 .922 5.64 1.251 Fig. 1. Conceptual Model. Notes: KM- Knowledge Management; OC- Organi­
CP4 .903 .032 30.389 5.67 1.253 zational commitment; CRM- Customer relationship management; CS- Customer
CP1 .899 .029 29.998 5.58 1.385 satisfaction; CP- Customer Profitability; CL- Customer loyalty; BI- Brand Image.
CP2 .896 .030 29.784 5.76 1.356
Customer Loyalty CL3 .928 5.93 1.286
CL2 .933 .028 35.069 5.87 1.353 4.4. Mediation models analysis
CL5 .892 .028 30.507 5.90 1.409
CL1 .878 .030 29.212 5.91 1.257 This study analyzes mediating effects using bootstrapping. This study
CL4 .884 .029 29.704 5.91 1.259
Brand Image BI1 .986 6.03 1.037
examines how customer satisfaction mediates CRM and CP, CRM, and
BI3 .953 .025 40.831 5.94 1.003 customer loyalty connections. Baron and Kenny’s (1986) bootstrapping
BI2 .812 .038 16.500 6.01 1.079 was used in this investigation. Bootstrapping gives an indirect effect of
BI4 .858 .036 17.000 6.03 .938 the independent variable via mediator, and we used 418 samples for
analysis with the bias-corrected model repeated 5000 times with a 95%
confidence interval. As shown in the lower panel of Table 5, CRM’s in­
larger than 0.812, and that all variables are statistically significant and
direct effects through CS (the mediator) are significant. All routes are
higher than their minimal criteria (>0.70) (Fornell and Larcker, 1981;
significant; CRM predicts CP through CS (β = .066 and p < .001), and
Gazi et al., 2022b). Two scale-item internal consistency and reliability
CRM predicts CP through CS (β = .038 and p < .003), so customer
measurements are employed to evaluate the measurement model. Ac­
satisfaction mediates customer profitability and loyalty.
cording to Hair et al. (2010), Cronbach’s alpha (α > 0.70) ranged from
0.898 to 0.963 and CR (CR > 0.70) ranged from 0.892 to 0.963 and is
considered satisfactory (Table 3). 4.5. Moderation analysis

4.3. Structural model analysis
We used SEM (Figures 1 and 2) to evaluate the hypothesized routes
based on measurement model fitness. Table 4 demonstrates that the SEM
model fits the data well (X2/df. =1.934, AGFI =.890, GFI =.910, CFI
=.979, TLI =.976, IFI =.979, RMSEA =.045). The model explained 28%,
33%, 43%, and 49% of CRM, customer happiness, profitability, and
loyalty variance, respectively. All eight direct effect hypotheses are
supported at p < 0.01. H1 and H2 are accepted since KM (β = 0.15) and
OC (β = 0.25) positively affect CRM. H3b is acceptable because CRM
predicts CP (β = .118 and p < .05), CRM predicts CS (β = .278 and p <
.001), CS predicts CP (β = .144 and p < .001), and CS predicts CL (β =
.177 and p < .001), supporting H3a, H4a, and H4b. Also, CRM predicts
CL (β = .211 and p < .05), and CP predicts CL (β = .125 and p < .05),
supporting H3c, and H5. SEM shows that customer profitability varia­
tion and customer loyalty are 43% and 49%, respectively Figure 3.
We have measured brand image’s moderating effect on the re­
lationships between CRM and CP, CRM and CS, and CRM and CL using
Amos techniques. Results show brand image has a significant effect on
CRM and CP, CRM and CS, and CRM and CL relationships. Structural
equation testing shows the degree of beta coefficient factors of
(β = .058;.268;.216) as well as values of 1.422; 5.586; and 5.572 (follow
Table 6), approving H6a, H6b, and H6c. It indicates that brand image
improves CRM and increases CP, which influences CL. Also, brand image
improves CRM by increasing CS, and when CS increases, it increases CP,
which increases CL. In this way, brand image also improves CRM by
increasing CL. So, brand image has a significant moderating effect on CL.
5. Discussion
This study shows how various elements affect telecom profitability
and loyalty. Knowledge management (KM) and organisational
commitment (OC) form the foundation for customer relationship

Table 3
constructs validity statistics.
CR AVE α 1 2 3 4 5 6 7 VIF

Knowledge Management 0.963 0.868 .963 0.932 1.008

Organizational Commitment 0.961 0.860 .960 0.213 * ** 0.927 1.166
Customer Relationship Management 0.957 0.848 .957 0.194 * ** 0.263 * ** 0.921 1.181
Customer Satisfaction 0.949 0.824 .948 0.142 * * 0.255 * ** 0.277 * ** 0.908 1.162
Customer Profitability 0.948 0.819 .947 0.138 * * 0.152 * * 0.158 * * 0.178 * ** 0.905 1.070
Customer Loyalty 0.957 0.816 .956 0.178 * ** 0.251 * ** 0.279 * ** 0.258 * ** 0.190 * ** 0.903
Brand Image 0.892 0.683 .898 0.107 * * 0.178 * * 0.153 * * 0.132 * * 0.133 * * 0.159 * * 0.826 1.169

Model fit indices: X2/d= 1.569, GFI= .915, AGFI= .896, CFI= .985, TLI= .982, IFI= .964, NFI= .985, RMSEA= 0.37

5
Md.A.I. Gazi et al. Journal of Open Innovation: Technology, Market, and Complexity 10 (2024) 100227

Fig.–2. Additionally, the overall variability of the retrieved values ranged from 0.683 to 0.868 (AVE > 0.50), which was sufficient for convergent validity (Fornell
and Larcker, 1981). For discriminant validity, the greatest inter-variable correlation value should be smaller than the sum of the square roots of AVE (Hair et al.,
2010). The variance inflation factor (VIF) tests multicollinearity and shouldn’t exceed 10. Several good model fit indices, such as the chi-square of levels of inde­
pendence (X2/df > 3), generosity of fit coefficient (GFI > 0.85), standard generosity of fit indices (AGFI > 0.80), index of comparative fit (CFI > 0.90), and the
root-average square error of estimation (RMSEA < 0.05), measure model goodness (Hair et al., 2010; Hu and Bentler, 1999). Table 4 shows this model’s reliability
and validity. VIF scores are between 1.070 and 1.181, indicating no multicollinearity. Model fit indices show chi-squared of dimensions of independence (X2/df =
1.569), GFI = .915, AGFI = .896, CFI = .985, TLI = .982, NFI = .985, and RMSEA = 0.37.

trust and loyalty (CL). The study concludes that brand image quietly
Table 4
moderates CRM, CP, CS, and CL. As a prism, the brand image shows how
Hypothesis results.
these aspects are interdependent and how a positive brand image boosts
Estimates S. E t-value P- value Decision their influence. This research details the complex interconnections of
H1 CRM ← KM .149 .049 3.030 ** Accepted various factors contributing to successful and loyal customer experi­
H2 CRM ← OC .238 .049 4.828 * ** Accepted ences in the telecom industry.
H3a CRM→ CS .278 .053 5.568 * ** Accepted
The study’s findings offer valuable insights into the intricate rela­
H3b CRM→CP .118 .049 2.261 ** Accepted
H3c CRM→CL .211 .046 2.726 .** Accepted
tionship between Customer Relationship Management (CRM), Knowl­
H4a CS→CP .144 .049 2.726 * ** Accepted edge Management (KM), Organization Commitment (OC), Customer
H4b CS→CL .177 .046 3.463 * ** Accepted Satisfaction (CS), Customer Profitability (CP), Customer Loyalty (CL),
H5 CP→CL .125 .051 2.524 .** Accepted and Brand Image in the telecommunications industry. The findings
Variation Value of r2
enhance the current body of knowledge by revealing the connections,
Customer profitability 43%
Customer loyalty 49% intermediate factors, and controlling effects among these important
concepts (Gazi et al., 2023a; Hair et al., 2012; Hossain et al., 2023b). The
X2/df. = 1.934, AGFI = .890, GFI = .910, CFI = .979, TLI = .976, IFI = .979,
presence of a positive and significant correlation between CRM and KM
RMSEA = .045
(H1) highlights the crucial role of knowledge management in improving
Note: * p < 0.1; * * p < 0.05; * ** p < 0.001, not significant (n.s.).
the efficacy of customer relationship management tactics which are
supported by Almohaimmeed (2019); Khan et al. (2020); Juwono and
management (CRM), which the study first analyses. As a symphony
Temaluru (2019); Golrizgashti et al. (2022). This discovery supports the
conductor, CRM ensures consumer satisfaction. The study expands on
idea that organizations that effectively utilize information can enhance
the fundamental agreement by examining how customer satisfaction
their CRM operations, resulting in better decision-making and enhanced
affects the customer experience. The study examines how customer
customer interactions. The study also demonstrates a robust correlation
relationship management (CRM) to customer profitability (CP) and
between CRM and Organization Commitment (OC) (H2), emphasizing
loyalty (CL). The study examines how customer profitability (CP) builds

6
Md.A.I. Gazi et al. Journal of Open Innovation: Technology, Market, and Complexity 10 (2024) 100227

Fig. 3. Structural model analysis.

Profitability (CP), and Customer Loyalty (CL) (H3a, H3b, and H3c)
Table 5
which are supported by Migdadi (2020) and Ozkan et al. (2019). The
Mediation model results.
coefficients of significance suggest that organizations that allocate re­
Variables Estimate Bootstrapping Decision sources towards CRM methods are more likely to see elevated levels of
Bias-corrected customer happiness, augmented customer profitability, and strength­
CI= 95% ened customer loyalty. The mediation analysis, as shown in Table 5,
Indirect effect low high p-value demonstrates that Customer Satisfaction (CS) acts as a mediator in the
(CRM) –> (CS) –> (CP) 0.066 0.033 0.119 0.001 Accept
(CRM)–> (CS) –> (CL) 0.038 0.012 0.079 0.003 Accept
connection between CRM and both Customer Profitability (CP) and
Customer Loyalty (CL). These findings indicate that CRM contributes to
Note: CI = confidence interval, the process repeated 5000 times. the improvement of customer satisfaction, which in turn positively af­
fects customer loyalty and customer profitability (Amin et al., 2020;
Barney, 1991; Fabrigar et al., 1999). The mediating effects, which are
Table 6
backed by bootstrapping results, offer a detailed comprehension of the
Moderation model results.
underlying dynamics in the communications business. In addition, the
Independent variable Beta coefficient t-value Significance
moderation study (Table 6) examines how Brand Image influences the
Customer profitability X Brand Image .058 1.422 ** relationships between Customer Profitability (CP), Customer Satisfac­
Customer Satisfaction X Brand Image .268 5.586 * ** tion (CS), and Customer Loyalty (CL). The findings suggest that Brand
Customer loyalty X Brand Image .216 5.572 **
Image amplifies the favorable impacts of Customer Satisfaction on
F sig = 0.000, R2 = 0.390, F chang28.053 Customer Profitability and Customer Loyalty. This highlights the
Note: * * p < 0.05; * ** p < 0.001 importance of a robust brand image in enhancing the influence of
customer satisfaction on crucial performance results. The model fit
that proficient customer relationship management has a favorable indices (X2/df, AGFI, GFI, CFI, TLI, IFI, RMSEA) suggest that the sug­
impact on organizational commitment and supported by Migdadi (2020) gested model fits the data well, confirming the strength of the estab­
and Ozkan et al. (2019). These findings indicate that adopting a lished associations. The significant R2 values for Customer Profitability
customer-centric strategy cultivates a feeling of dedication among em­ and Customer Loyalty indicate that the model effectively accounts for a
ployees, which could result in enhanced overall organizational perfor­ considerable amount of the variability in these outcomes. Ultimately,
mance. Moreover, the direct influence of Customer Relationship the study offers a thorough comprehension of the complex in­
Management (CRM) on Customer Satisfaction (CS), Customer terconnections between CRM, KM, OC, CS, CP, CL, and Brand Image

7
Md.A.I. Gazi et al.
within the telecoms sector. These findings provide significant insights
for practitioners aiming to improve customer-related outcomes by
implementing effective CRM techniques, knowledge management, and
brand image development.
5.1. Managerial Implications
The study produces crucial managerial insights that are applicable to
the telecommunications sector. Knowledge Management and CRM must
be strategically integrated by managers in order to increase consumer
loyalty and satisfaction. Training employees with an emphasis on
organizational commitment is critical in cultivating consumer loyalty.
Acknowledging the mediating function of customer satisfaction, it is
imperative to implement initiatives that enhance service quality and
problem resolution. Additionally, relationships are moderated by a
positive brand image, which requires consistent maintenance. The
establishment of client profitability metrics facilitates the identification
and retention of high-profit customers. Continuous monitoring and
customization of CRM and knowledge management practices are
imperative in light of the ever-changing nature of the industry. It is
crucial to prioritize cross-functional collaboration and adaptability in
strategy formulation, with a specific focus on brand image subtleties. A
comprehensive strategy that prioritizes integration, employee dedica­
tion, customer contentment, brand reputation, and flexibility is funda­
mentally critical for augmenting customer loyalty and profitability
within the telecommunications industry.
5.2. Theoretical implications
The current study establishes a theoretical framework that outlines
the dynamics of customer-business interactions in the telecommunica­
tions sector, focusing on belief systems. The amalgamation of knowledge
management and organizational commitment arises as a crucial element
that bolsters the performance of customer relationship management
(CRM), ultimately cultivating customer loyalty. The results of our study
suggest that the combination of knowledge management and organiza­
tional commitment has a substantial impact on CRM performance,
which in turn affects customer profitability and loyalty. This impact is
seen both directly and indirectly, mediated by the element of customer
satisfaction. This study is based on the theoretical foundations of
Almohaimmeed (2019); Khan et al. (2020); Juwono and Temaluru
(2019); Golrizgashti et al. (2022), and Nguyen et al. (2020) in their
separate research projects. Jenneboer et al. (2022) found that customer
satisfaction costs seven times less than client acquisition.
According to Jaas (2022), most CRM concepts—process, strategy,
philosophy, technology, and ability—focus on building profitable
long-term relationships with customers by continuously adopting and
retaining them. Al-Diabat (2022) identified client loyalty as a CRM
process. Jenneboer et al. (2022) described CRM as a method for un­
derstanding customer behavior to promote loyalty. Abid et al. (2022)
find that CRM’s technological architecture improves client loyalty. Ac­
cording to Adeiza et al. (2022), the concept of CRM is to develop and
sustain long-term connections, and one of its key benefits is increased
customer satisfaction. CRM improves customer happiness and loyalty,
according to Almohaimmeed (2019). This study demonstrated that
customer pleasure directly affects customer loyalty for profitable clients.
Accordingly to Almohaimmeed (2019) considers customer loyalty to be
the ultimate CRM result. CRM increases client profitability, according to
Sofi et al. (2020), Sun (2020), and Kumar and Mokha (2021). Customer
retention is quantifiable, whereas client fulfillment and devotion are
intangible, according to Nassar (2021). Based on earlier studies,
Simanjuntak et al. (2020) highlight various CRM benefits, including
increased customer satisfaction. CRM improves customer happiness,
according to Dehghanpouri et al. (2020).
8
Journal of Open Innovation: Technology, Market, and Complexity 10 (2024) 100227
5.3. Practical implications
Current outcomes have significant practical consequences for pro­
fessionals, especially those working in service industries like the tele­
communications industry in Bangladesh and other developing countries.
Firstly, by experimentally assessing the primary causes of client loyalty,
this study aims to equip supervisors with effective strategies for driving
both behavioral and attitudinal loyalty. The complexity and scope of
handling client loyalty in service businesses such as the telecom industry
are attested to by both personal and scientific evidence. As previously
noted, this is mostly due to increased rivalry and the commoditization of
services in such businesses. As a result, our findings aim to teach man­
agers about which elements to focus on in order to achieve greater levels
of loyalty, assisting them in effectively positioning their CRM, both
directly with customer profitability and loyalty and indirectly through
customer happiness.
Secondly, an organized CRM plan impacted by knowledge manage­
ment (KM) and organizational commitment (OC) fosters customer trust
and commitment, customer satisfaction, and customer profitability,
which in turn increase customer loyalty. Based on these findings, firms
prioritize customer relationship management to satisfy clients. The
companies under examination aim to please loyal and profitable clients.
Client satisfaction increased client loyalty and profitability. Without
profitability, companies don’t value client loyalty. To retain clients,
businesses must evaluate customer satisfaction, loyalty, and
profitability.
The most significant management implication of this study is the role
of brand image in moderating the direct and indirect impacts of CRM on
customer profitability, loyalty, and satisfaction. Our study on moderated
mediation revealed that the impact of customer satisfaction on customer
profitability and loyalty is more significant when the brand image is
high compared to when it is poor. Therefore, we strongly encourage
practitioners to acknowledge the significance of customer relationship
management and brand image. A positive brand image leads to
enhanced customer loyalty through improved CRM, client happiness,
and client profitability endeavors. Past research indicates that a positive
perception of a firm can contribute to the establishment of trust and
loyalty among customers (Veloutsou, 2015; Wati et al., 2020; Nyadzayo
and Khajehzadeh, 2016; Huseynli and Mammadova, 2022).
6. Conclusion
In conclusion, our investigation into the complex interplay of the
telecommunications industry has yielded significant findings regarding
the "Relationship between CRM, Knowledge Management, Organization
Commitment, Customer Profitability, and Customer Loyalty in Tele­
communication Industry: The Mediating Role of Customer Satisfaction
and the Moderating Role of Brand Image.".
This study explores the complex network of factors that impact
customer-centric performance in the communications business. This
statement emphasizes the essential connections among CRM (Customer
Relationship Management), KM (Knowledge Management), organiza­
tional commitment, customer satisfaction, profitability, loyalty, and
brand image. These findings provide extremely helpful information for
telecommunication companies as they navigate the highly competitive
industry. Through the strategic integration of Customer Relationship
Management (CRM), Knowledge Management (KM), and the promotion
of organizational commitment, it is possible to develop a culture that
prioritizes the needs of customers, leading to increased satisfaction,
profitability, and loyalty. It is important to note that a robust brand
image not only reinforces these elements but also establishes a strong
basis for sustained success in the telecommunications industry.
The results of our study emphasize the significant importance of
Customer Satisfaction in mediating the relationships among CRM,
Knowledge Management, Organization Commitment, and critical out­
comes such as Customer Loyalty and Profitability. This emphasizes the
Md.A.I. Gazi et al. Journal of Open Innovation: Technology, Market, and Complexity 10 (2024) 100227

critical significance of placing customer satisfaction as a top priority and
sustaining it in order to achieve favorable organizational results in the
telecommunications sector. Moreover, our study establishes Brand
Image as an essential moderating element, underscoring the imperative
for telecommunications companies to diligently oversee the way in
which their brand is perceived. The variability in the effects of Orga­
nization Commitment, CRM, and Knowledge Management on customer
profitability and loyalty across distinct brand identities highlights the
criticality of strategic brand management in this industry. Fundamen­
tally, our research provides significant contributions to the fields of
academia and industry by presenting a nuanced comprehension of the
intricate relationship between these pivotal elements. The ongoing
development of the telecommunications sector indicates that in order to
achieve long-term success in a highly competitive market, it is critical to
cultivate a customer-centric culture, optimize knowledge management
processes, and maintain a strong organizational commitment, according
to our research.
Research limitations and further research directions
Our study includes a number of drawbacks. First, this study is limited
to one city, which is not enough for fruitful results. Second, in our
structure, we used SEM modeling and analyzed 418 samples of data for
the result. If any future researchers want, they can use this structure and
evaluate it using big data and more dimensions of CRM. In addition, it is
suggested that scholars interested in this field perform their studies in
various industries and nations with other dimensions of CRM. Moreover,
we recommend that future scientists do the same.
Funding
This research project was supported by the INTI International Uni­
versity, Malaysia.
Ethical statement
In compliance with local law and institutional regulations, an ethical
assessment and permission were not necessary and obtained from ethics
committee for this study involving human subjects. Similarly, written
informed consent was not required from participants in accordance with
national laws and institutional standards. There was no coercion used to
obtain responses, and all participation was voluntary. Prior to posting or
sharing the questionnaire on social media, participants were informed
about the study’s purpose and how it could benefit them. It was made
clear that participants would not receive any monetary compensation
for their participation. An open forum was provided for participants to
ask questions and gain insight into the study, and they were informed
that they could drop out at any time.
CRediT authorship contribution statement
Conceptualization, Abdullah Al Mamun, Abdullah Al Masud and
Md. Abu Issa Gazi; Data curation, Tazizur Rahman and Abdul Rah­
man bin S Senathirajah; Formal analysis, Abdullah Al Masud,
Abdullah Al Mamun and Md. Abu Issa Gazi; Funding acquisition, Md.
Abu Issa Gazi and Abdul Rahman bin S Senathirajah; Investigation,
Md. Abu Issa Gazi, Abdul Rahman bin S Senathirajah and Tazizur
Rahman; Methodology, Abdullah Al Mamun and Abdullah Al Masud;
Project administration, Md. Abu Issa Gazi; Resources, Abdullah Al
Masud, Abdul Rahman bin S Senathirajah and Tazizur Rahman;
Supervision, Abdullah Al Masud; Validation, Abdullah Al Masud and
Md. Abu Issa Gazi Amin; Writing – original draft, Abdullah Al
Mamun, Abdullah Al Masud and Md. Abu Issa Gazi; Writing – review
& editing, Md. Abu Issa Gazi, Abdullah Al Mamun, Abdullah Al
Masud, and Abdul Rahman bin S Senathirajah.
Declaration of Competing Interest

Authors are declaring there is no Conflict of Interest.

Appendix-1

Appendix-1: Research items of questionnaire.

Knowledge Management

KM-1: My operator always notifies me about relevant offers that I need. (Migdadi, 2020)
KM-2: My operator continuously shares the correct information about the billing and offers
KM-3: I can get prompt service from the Customer Service of this Operator
KM-4: My operator uses a 24/7 call center to deal with service complaints.
KM-5: My operator always tries to offer cheap services than others.
Organizational Commitment
OC-1: My mobile phone operator performs a service at a specific time, per their promises (Alkhatib et al., 2022)
OC-2: My mobile phone operator is always concerned about practicing my data security and privacy.
OC-3: When I face a problem, my mobile operator is sincerely interested in solving it.
OC-4: My operator pays strong attention to network coverage.
CO-5: With this operator, I can conduct high-quality calls and good internet services
Customer Relationship Management
CRM-1: My operator has a good understanding of my needs and requirements. (Almohaimmeed, 2019)
CRM-2: My operator continuously regulates their package and offers following my regular uses
CRM-3: My operator uses a call center to acquire and manage real-time customer information and feedback.
CRM-4: This operator has set up a customer touchpoint near me, which is willing to assist me with any information and services.
CRM-5: My operator has a good impression of maintaining customer relationships.
Customer Satisfaction
CS-1: I am satisfied because this operator provides a more transparent service than others (Ozkan et al., 2019)
CS-2: I am satisfied with this operator because I can always get offers with reasonable prices.
CS-3: Using the benefits of this operator has been a positive experience.
CS-4: The Attitude of my phone operators in responding to customer queries is positive
CS-5: The professional approach of the office staff in handling customer complaints is satisfactory.
Customer Profitability
CP-1: I consider the service rates to be reasonable (Almohaimmeed, 2019)
(continued on next page)

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Md.A.I. Gazi et al. Journal of Open Innovation: Technology, Market, and Complexity 10 (2024) 100227

(continued )
Knowledge Management

CP-2: The service of this operator is more value for money than other operators.
CP-3: Choosing this operator is my right decision considering the price and other expenses.
CP-4: The service of this operator is the one that I would enjoy every time.
CP-5: The overall service I get from this operator is a good deal than other service providers.
Customer Loyalty
CL-1: I will go on using my mobile phone operator as my first choice. (Almohaimmeed, 2019)
CL-2: I will recommend this mobile phone operator to my friends who seek my advice
CL-3: I will say positive things about my mobile service to other people
CL-4: I intend to continue using mobile services from this operator for a long time
CL-5: If I want to take a new telecom service, I will select this operator again
Brand Image
BI-1: This operator is stable and firmly established. (Ozkan et al., 2019)
BI-2: This operator has a positive image in society.
BI-3: This operator has a social contribution to society
BI-4: This operator is providing better services than others in the BD telecom sector
BI-5: I consider that this operator has a good reputation for their service

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