Developing customised CRM projects: The role of industry norms,organisational context and customer expectations on CRM implementation

This research paper investigates the influence of industry, organisational, and customer context on customer relationship management (CRM) projects. Organisations go through four phases in their CRM projects (assessment, design, implementation, and evaluation), yet the impact of industry norms, organisational contexts, and customer expectations on each phase are rarely examined. A longitudinal case study approach with six cases was used to investigate the potential impact of contextual factors on CRM projects. The cases covered a range of industries, organisational structures, and customer types. We found that current industry conditions and customer expectations influence the reasons for undertaking CRM and the assessment stage of the project. The organisational context has a noticeable impact on the design and implementation project stages. At the evaluation level, customer responses combined with organisational expectations affect the perceived success of the projects. By understanding the impact of context, customised CRM projects can be developed.     

An exploratory study of factors affecting the failure of local small and medium enterprises

There is increasing recognition of the potential contribution of local small and medium enterprises (SMEs) towards employment and economic growth in Singapore. Unfortunately, SMEs tend to have a high mortality rate. A survey was conducted among owners or managers of local SMEs to identify factors perceived as important in affecting business failures. The research results indicate that endogenous factors were viewed by respondents as more critical in causing SME failures than exogenous factors. Important exogenous and endogenous factors in specific areas were identified.Lau Geok Theng is Senior Lecturer, Department of Marketing, National University of Singapore, 10 Kent Ridge Crescent, Singapore 0511, tel: (65) 772-3179, fax: (65) 779-5941. Jasmine Lim Wang Boon is with the United Overseas Bank, Singapore.     

The theory and practice of workload control: A research agenda and implementation strategy

The Workload Control (WLC) concept is one of few Production Planning and Control (PPC) solutions appropriate for Make-To-Order (MTO) companies yet its successful implementation is an enduring challenge. Most implementations reported are in large organisations yet it has been argued that WLC is particularly suitable for Small and Medium sized Enterprises (SMEs) with limited financial resources. Moreover, previous studies do not adequately describe the process through which implementation success was achieved. In this paper, data collected through semi-structured face-to-face interviews with key personnel from 41 companies is presented in order to build up a body of evidence on the characteristics of MTO SMEs that affect WLC implementation. The data paints a complex picture of MTO production and suggests that research is likely to be required to move theory closer to practice and organisational change to move practice closer to theory. The former is recommended where processes perform well or appear difficult to change; the latter is recommended where fundamental WLC principles are involved. Two outputs emerge from the study: (1) a research agenda for refining the WLC concept to improve alignment between theory and practice, covering the customer enquiry, order entry, design and engineering and order release stages; and (2) an implementation strategy, including elements of organisational change and covering pre-implementation, implementation and post-implementation stages. The characteristics of MTO SMEs identified should be used in future research to develop more realistic simulations for testing conceptual refinements while field research should apply and extend the implementation strategy presented in order to develop a more detailed roadmap for successful WLC implementation in practice.     

Understanding the human side of openness: the fit between open innovation modes and CEO characteristics

In small- and medium-sized enterprises (SMEs), where typically the decision-making process is highly centralised, important decisions, such as open innovation (OI) adoption, will be strongly influenced by the characteristics of their Chief Executive Officers (CEOs). Pointing the attention to the strategic leadership and human elements, this paper sheds light on the micro-foundation of OI by emphasising the role that the personal traits of key individuals in innovation. OI adoption could result in the enactment of several OI modes – each representing an opportunity of potential change (of market, of technology or/and of the organisation) – and this paper attempts to examine the relationships between the CEO characteristics and each of the OI modes. Our analysis, using Korean SME data, shows that CEOs’ positive attitude, entrepreneurial orientation (EO), patience and education can play important roles in facilitating OI in SMEs. However, this paper also observed that the effects of CEO characteristics on OI adoption were differently configured according to the nature of each OI mode, for example, CEOs’ patience and EO had different impacts depending on the degree of uncertainty in the OI mode. This suggest that OI must be understood as a wide innovation spectrum, and, to increase opportunities for successful OI adoption, CEOs have to attempt to compensate for characteristics they may lack by recruiting appropriate complementary top managements. The research has practical implications for CEOs and policy makers who are interested in enhancing competitiveness of SMEs.     

The nature of SME co-operation and innovation: A multi-scalar and multi-dimensional analysis

Recent work on SMEs and networks has emphasised the importance of external co-operative ties in enhancing firms’ innovative performance. These external ties provide resource constrained SMEs with access to a wider set of technological opportunities through information sharing and resource pooling. Previous studies of the SME innovation–cooperation relationship have used categorical measures to capture tie existence which, while providing some useful insights, largely fail to capture the strength of co-operative relationships and/or the variety of relational directions in which co-operation occurs. This study aims to address this measurement deficiency and explore the SME innovation–cooperation relationship by designing and utilising measures that capture both the multi-scalar (strength) and multi-dimensional (variety) nature of co-operation and innovation. We then apply these measures to a survey of UK manufacturing SMEs. Data is obtained for 371 SMEs, and we then assess the innovation–co-operation relationship within a multivariate regression framework. We find that the strength of cooperative ties across a range of productive activities within the value chain are important facilitators for SME innovative capability; this is true for both product and process innovation. However, we find that SME co-operation with rivals (co-opetition) has no significant impact upon innovation. Our results have significant implications for both supply chain managers and policy-makers interested in enhancing innovation among SMEs. In particular, we argue that SME innovative activity benefits from good, close dyadic relations within the supply chain, while more generally policy should be geared towards nurturing and sustaining SME innovation networks.     

Buyer-supplier matching in online B2B marketplace: An empirical study of small- and medium-sized enterprises (SMEs)

Mitigating perceived uncertainty and risk is critical for successful exchanges in an online B2B marketplace. However, scant empirical research has been devoted to the topic, and even less to small- and medium-sized enterprises (SMEs). We investigate the use of quality signals and recommendations to foster buyer-supplier matching in an online B2B marketplace of SMEs. Unique proprietary data from a leading B2B e-commerce platform suggest that such a matching is significantly related to signals of SME buyers' quality and credibility embedded in how projects are described. Moreover, appropriately designed recommendation system can increase the matching rate because it helps reduce buyers' information overload. This research highlights the importance of integrating online channel data with traditional offline channel data to accurately assess the drivers of buyer-supplier matching. Our findings provide valuable insights into how to design and manage an online B2B marketplace for SMEs to yield more successful matches.     

Open data for open innovation: managing absorptive capacity in SMEs

Open Data (OD) utilisation has been encouraged by governments because of its potential to fuel digital innovation. Despite this, there is a paucity of study into the role of OD for SMEs, in contrast to the growing literature that has focused on the collection and sharing of OD by the public sector. As such, our study contributes to open innovation research by analysing the main capabilities needed to overcome existing barriers to successfully manage OD in SMEs. Building upon the recent SME-oriented OI literature and adopting an interpretative absorptive capacity framework, we analyse the data collected from 30 semi-structured interviews with experts working in UK organisations adopting OD-based OI strategies. We find a number of core factors that shape OD acquisition, assimilation, transformation and exploitation by SMEs. Results show that without the specific OD capabilities identified in our study, it will be difficult for SMEs to successfully use OD, which may explain why the uptake of OD by SMEs more broadly has so far been limited. These unique OD capabilities need to be better developed by OD using SMEs, if this ‘raw material’ for the digital economy is to be fully exploited.     

After the reforms: how have public science research organisations changed?

Throughout the Western world, the provision of public good science research has undergone dramatic reforms over the past two decades. In the aftermath of these reforms, this paper asks whether the organisations engaged in science research and knowledge production have actually changed, and if so, how? Archetype analysis is used to explore the deep structures of four comparable case study organisations drawn from the New Zealand science sector. The study concludes that no new, stable organisational archetype has emerged following the reforms, but that in fact, a dynamic style of organisation that is in a state of endless transition is the most appropriate response to contemporary demands for knowledge production. The role of organisational leaders in this context is not only to make sense of the organisation's ever‐changing situation, but also to translate this sense into the actions of organisational members and other stakeholders.     

Service innovation and adoption in industrial markets: An SME perspective

Service innovation is essential, particularly for companies operating in highly competitive environments, as it can lead to innovation adoption behaviors, which in turn influence overall business performance. Drawing upon the innovation adoption and relationship marketing literature, and grounded within the structure-conduct-performance paradigm and social exchange theory, this study examines the reputational and relational mechanisms through which service innovation influences the innovation adoption decisions of small and medium-sized enterprises (SMEs). A survey of 336 Australian SME representatives reveals the critical role of suppliers’ sustainable competitive advantage (SCA) and affective commitment in mediating the relationship between service innovation and innovation adoption behavior. However, industry-relevant moderators in the form of technological turbulence and long-term orientation constrain the mediating effects. Specifically, perceived SCA has stronger mediating effects among short-term-oriented customers, whereas affective commitment has stronger mediating effects when technological turbulence is low. The findings provide useful insights for organizations in terms of capitalizing on their reputation and relationship with customers to encourage the adoption of innovation by SMEs.     

The learning subsystem interplay in service innovation in born global service firm internationalization

We examine the role of learning firm-specific advantages of small and medium size (SME) service firms in their internationalization. We focus on technical services that have received limited scholarly attention. We theorize that innovative born global firms build a set of capabilities in market, internal and relational learning that will provide new knowledge configurations to undertake technical and administrative innovations. Adopting an organizational sub-system view, we posit that market learning drives other learning capabilities in the firm to contribute collectively to innovation, and in turn, international market outcomes. The findings of our study of US born global SMEs support this theorization. Market-learning capability operates in a complex set of relationships with other learning capabilities in its contribution to innovation. Interestingly, relative to technical innovation, administrative innovation makes a prominent contribution to international market outcomes. We discuss implications of our findings for theory and practice and provide future research directions.     

SME routes for innovation collaboration with larger enterprises

The research in this paper reveals how Small and Medium-sized Enterprises (SMEs) can contribute to industry competiveness through collaboration with larger enterprises. The research is based on a longitudinal qualitative case study starting in 2011 with 10 SME offshore wind farm suppliers and follow-up interviews in 2013. The research continued with a second approach in 2014 within operation and maintenance (O&M) through focus group interviews and subsequent individual interviews with 20 enterprises and a seminar in May 2015.The findings reveal opportunities and challenges for SMEs according to three different routes for cooperation and collaboration with larger enterprises: demand-driven cooperation, supplier-driven cooperation and partner-driven collaboration. The SME contribution to innovation and competiveness is different within the three routes and ranges from providing specific knowledge, providing a ‘one-stop’ SME-supplier-unity and long term innovation collaboration on equal terms for competiveness, respectively. The findings reveal that it is beneficial, but difficult, for SMEs to move from the arm's length approach given by the tender legislation towards the other outlined routes.A contribution is hereby made to the insight and understanding of how SMEs can contribute to competiveness. This understanding allows SMEs, larger enterprises, academia and policy bodies to take enhanced informed actions.     

Does the level of experience have an effect on CRM programs? Exploratory research findings

A growing body of academic and practitioner literature has highlighted the differences in definitions and approaches to customer relationship management (CRM), suggested frameworks for successful CRM implementation, and provided evidences of CRM success and failure. Such accumulating wisdom might be expected to imbue practice with knowledge of what works better in CRM and to entail, therefore, an improving experience of CRM over time. To date, however, the effect of experience on CRM implementation has not been discussed in literature. This paper studies CRM from the organisational learning perspective. It provides evidence from empirical research conducted among users (firms), consultants, and suppliers (software vendors) about the effect of experience on CRM. The exploratory research findings of this study draw attention to the extent to which firms deploying CRM are sensitive and responsive to what they might learn from their implementation efforts and establish a platform for future research. The paper suggests the need for the two processes of CRM and organisational learning to move in tandem to be mutually beneficial.     

Opportunity recognition and SME performance: the mediating effect of business model innovation

Opportunity recognition is vital for small and medium-sized enterprises (SMEs), but SMEs face challenges in capturing recognized opportunities. Given that opportunity recognition does not automatically lead to higher SME performance and that SMEs need to take appropriate actions to exploit recognized opportunities to achieve better performance, it is imperative to explore the mediators that enable SMEs to translate opportunity recognition into higher performance. This study proposes that business model innovation may be a key conduit through which opportunity recognition affects SME performance. Based on a dataset of 155 SMEs, we find that the positive relationship between opportunity recognition and SME performance is mediated by business model innovation. These findings not only aid SMEs in accomplishing the performance effect of opportunity recognition, but also provide some insights into the implications of business model innovation.     

The impact of SME internationalization on innovation: The mediating role of market and entrepreneurial orientation

In today's highly competitive global environment, even small and medium-sized enterprises (SMEs) need to make product and process innovations in order to outperform the competition and satisfy global customers. Investigating the success factors of innovation performance has become critical for the survival and competitiveness of SMEs. The aim of this study is to explore the impact of the degree of internationalization (DoI) on innovation performance through the mediating factors of market and entrepreneurial orientation in the context of emerging-market SMEs. We tested our model and hypotheses with 235 SMEs in the United Arab Emirates, which is an emerging market. The results obtained from partial least squares estimates indicate that the degree of internationalization positively affects innovation performance and, more importantly, that this relationship is indirect and fully mediated by market and entrepreneurial orientation for SMEs. These results shed light on the mechanism of the effect of DoI on innovation performance in the emerging-market SME context.     

B2B SME management of antecedents to the application of social media

This paper elucidates how business-to-business (B2B) small and medium-sized enterprises (SMEs) can manage antecedents to the application of social media for potential contributions to their business. This in-depth qualitative research study was conducted at four plastic-producing SMEs from October 2013 to October 2014, with follow-up interviews in October 2015.The findings reveal two important antecedents to the application of social media that overcome the gap between acknowledging the usefulness of social media and its actual limited application in practical B2B contexts. First, open collaborative business model innovation is needed to apply social media in local business processes. Second, central and distributed leadership must be integrated to create ownership and responsibility across the SME organisation and beyond to customers and partners. These findings differ from the social media application stages and the gaps between them identified in the previous literature. The developed model makes a contribution to the B2B SME field and to academia by recognising the importance of integrating critical antecedents before social media application can enhance business in B2B SMEs. This understanding is beneficial for the B2B SMEs and for society.     

Strategic and operational alignment of sales-marketing interfaces: Dual paths within an SME configuration

Sales-marketing interface (SMI) research aims to understand the interdependence between sales and marketing in order to successfully develop and implement marketing strategies. While scholars note a variety of mechanisms that may aid marketers' ability to achieve strategic and operational alignment with salespeople in order to foster strategy implementation success, the insights gained from extant research have limited utility for a large number of organizations. Specifically, given the predominance of SMI research focused on conventional organizational contexts, the field is largely in the dark with regard to how marketers within small and medium-sized enterprises (SMEs) may achieve strategic and operational alignment with their sales counterparts. The authors utilize a discovery-oriented method and employ depth-interview data collected from 39 sales and marketing personnel within an SME context to shed greater light on this phenomenon. Findings illustrate that marketers within SMEs employ a two-step process: (a) legitimizing their proximal authority and (b) simultaneously signaling clout and camaraderie to achieve strategic and operational alignment with salespeople. Results deepen the understanding of SMIs, while also providing research propositions that improve the utility of this interface across a broader spectrum of organizational contexts.     

How international SME's vicarious learning may improve their performance? The role of absorptive capacity,strength of ties with local SMEs,and their prior success experiences

This study investigates whether inter-firm relationships can raise innovation and overall performance during SME internationalization, focusing on how SMEs learn from firms in transnational markets and the nature of such relationships. It contributes to research by proposing the role of vicarious learning from networked firms in the host country to improve their absorptive capacity (ACAP), innovation, and overall performance. In particular, this study proposes the moderating roles of the strength of ties with and prior success experience of SMEs in the host country market for enhancing international SMEs' vicarious learning to improve their ACAP, innovation, and overall performance. Structural equation modeling was applied to a sample of 163 valid responses received from international SMEs operating in various industrial sectors in Saudi Arabia. The obtained results support the significantly positive role of international SMEs' vicarious learning from local firms in developing their ACAP and enhancing their innovation and overall performance. However, international SMEs must have strong ties with local firms and learn from such firms' prior success experiences to derive these benefits fully.     

Teleworking practice in small and medium-sized firms: management style and worker autonomy

In an empirical study of teleworking practices in small and medium-sized enterprises (SMEs) in west London, organisational factors such as management attitudes, worker autonomy and employment flexibility were found to be more critical than technological provision in facilitating successful implementation. Consequently, we argue that telework in most SMEs appears as a marginal activity performed mainly by managers and specialist mobile workers.     

Exploring geographic variation in corporate broadband adoption; evidence from Irish small- and medium-sized enterprises (SMEs)

Despite its growth experience, Ireland still lags behind in international league tables on broadband adoption and within Ireland great disparities exist between central and peripheral regions. This paper explores the context-specific determinants of broadband adoption among Irish small- and medium-sized enterprises (SMEs), attempting to shed some light on the sources of the considerable geographic variation in particular. Drawing from determinants of broadband adoption identified in literature the authors develop a number of plausible hypotheses. Using cross-section data from a ComReg survey of Irish-based SMEs, a logit model of broadband adoption is estimated. Among other factors, a company's industrial sector and other demand proxies are good predictors of broadband adoption. Controlling for other factors, regional ISP market concentration appears to be negatively associated with the probability of broadband adoption. It is argued that, in the absence of more detailed information, statistics on regional-level market structure could be a promising indicator of the supply-side.     

The Manufacturing Strategy and Competitive Priority of SMEs in Taiwan: A Case Survey

This research investigates the competitive priorities and manufacturing strategic decisions of small and medium enterprises (SME) in Taiwan. The method of case survey is used to tap 33 published case reports on SMEs' operations. It is revealed that quality is perceived the most important among the seven competitive priorities, i.e. quality, dependability, cost, flexibility, innovation, service, and time. The relative importance of the ten strategic decisions is found in the following sequence: product development, workforce, organization, control system, technology, quality program, facilities, vertical integration, capacity, performance measurement. Managerial implications drawn from the research findings are discussed. Observations about the owners of SMEs are also briefed.