Putting market-facing technology to work: Organizational drivers of CRM performance |
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Authors: | Amit Saini Rajdeep Grewal Jean L Johnson |
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Institution: | (1) College of Business Administration, University of Nebraska-Lincoln, Lincoln, NE, USA;(2) Smeal College of Business Administration, Pennsylvania State University, University Park, PA, USA;(3) Amsterdam Business School, Amsterdam, The Netherlands |
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Abstract: | A large proportion of firms that adopt customer relationship management (CRM) technology find it challenging to integrate
CRM technology into their core marketing processes and utilize CRM strategically to appreciably improve their performance.
The authors conceptualize a model to understand the drivers of superior CRM performance after CRM technology has been adopted
by a firm and examine strategic utilization of CRM technology as driven by user acceptance and proficiency in the form of
employee buy-in and expertise. Top management championship practices, employee information technology (IT) skills, and CRM
knowledge are identified and examined as key building blocks toward strategic utilization. The empirical test of the conceptual
model is based on a mail survey of North American firms that have adopted information technology-based CRM systems. The results,
based on random effects model, show that strategic utilization of CRM technology leads to higher performance when there is
an emphasis on using it to manage business-to-business rather than business-to-consumer relationships, user expertise (but
not buy-in) impacts CRM performance through strategic utilization, and top management championship practices, CRM knowledge,
and employee IT skills impact strategic utilization through buy-in and expertise. |
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Keywords: | |
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