The impact of the customer relationship management on the organization performance

Customer Relationship Management (CRM) is a very important growing business practice in today's environment. It is used for managing the interaction between a company and its future and current customers. CRM approach's task is analyzing data about the history of customers with a company. It focuses on a way to retain customers, therefore it helps the growth of sales. This leads to improvement of company's business relationship with customers. Current study's goal is to determine how technology, organizational capability, customer orientation, and customer knowledge management influence CRM success. We try to see that how the performance of an organization is affected by the achievement of CRM. For testing the hypotheses, Partial Least Squares Structural Equation Modeling (PLS-SEM) was adopted. Results have indicated that the success of CRM is highly influenced through “information technology use”, also “customer orientation”, “organizational capability”, and “customer knowledge management” are related to CRM success. Finally, along with the future research avenues and limitations, study implications and findings are discussed.     

Analyzing the impact of knowledge management on CRM success: The mediating effects of organizational factors

Customer relationship management (CRM) and knowledge management (KM) have become key strategic tool for all companies, especially in the current competitive environment. Moreover, customer knowledge is an important issue for CRM implementation. Reviewing the literature, we found many studies that analyze the crucial role played by KM initiatives as determinants of the success of CRM. Moreover, we found also diverse studies that show high rates of failure when implementing that strategy, so there is still no integrated conceptual framework to guide companies to their successful implementation. In this paper, with data of 153 Spanish hotels, we examine the relationships between KM and CRM success using a structural equation model. The main contribution is that having knowledge management capabilities is not sufficient for the success of CRM, but there are other factors to consider. In particular, organizational factors indeed impact CRM success and they appear to be intermediaries of the impact of other factors (KM capabilities/technological/customer orientation factors) in the success of CRM (in financial and marketing terms).     

Decision execution mechanisms of IT governance: The CRM case

Employing the literature on IT governance and the structuration theory of technology assimilation, this research develops a conceptual model to examine decision execution mechanisms of IT governance in post-adoption stages of CRM diffusion, i.e. CRM use, impacts on business processes, and impacts on firm performance. While the literature mainly addresses the forms and contingencies of IT governance structures for decision making, we focus on IT governance mechanisms for decision execution, that is, the role of top management, business managers and IT managers in post-adoption stages of technology diffusion and how these groups are held accountable for their role. We conceptualize decision execution mechanisms of IT governance as including two dimensions: vertical advocacy from top management and horizontal coordination between business and IT managers. Decision execution mechanisms are assumed to facilitate CRM use and value creation. We analyze a dataset of 82 Chinese firms to examine the model and associated hypotheses. Our results show that: (1) decision execution mechanisms, including both vertical advocacy and horizontal coordination, significantly contribute to the three stages of CRM diffusion; (2) vertical advocacy has a notably greater effect on CRM use and firm performance gains than horizontal coordination, which has a greater effect on process gains. (3) CRM use creates operational and strategic benefits in customer-oriented business processes, which further improves firm performance. These findings have important implications for understanding how IT governance shapes the diffusion of CRM technology.     

The impact of consumers’ perceptions regarding the ethics of online retailers and promotional strategy on their repurchase intention

Cause-related marketing (CRM) has become increasingly popular and widely adopted by large companies. However, not much attention has been paid to the effect of CRM on small or unknown online retailers. As ethical concerns about the Internet continue to rise, consumers' perceptions regarding the ethics of online retailers (CPEOR) become important when making a purchase decision. This research uses the self-signaling theory to examine how online retailers’ information management and promotional strategy (CRM vs. Price Discount) may emit signals and impact on the consumers’ repurchase intention. It was assumed that a high CPEOR would work better with a CRM-based strategy, which is fundamentally aligning in ethics. However, the experimental results surprisingly revealed that when CPEOR was high, the consumers’ repurchase intention increased in the case of a Price Discount-based promotion when compared to a CRM-based promotion; the effect was the opposite when consumers’ CPEOR was low. ANCOVA was used to analyze the data while setting certain variables as covariates. This research is a meaningful contribution to the literature and serves as an important reference for e-commerce practitioners to understand how they can wisely manage the information on the online storefront to signal their consumers and create an incremental value for the business.     

Web 2.0环境下的客户关系管理

Web2．0时代为客户关系管理CRM带来了新的发展空间,软件即服务、按需服务模式的流行更加速了CRM的发展,不同行业、不同规模的企业在实施CRM时有了更多的选择方案。在介绍Web2．0特点的基础上,阐述了其对CRM的重要性,详细说明了按需服务CRM的特征,并给出了四种最流行的企业CRM解决方案的选择模式,分析了各自的优势和劣势,为企业的CRM选型提供了参考;同时还指出了当前CRM面临的挑战,为CRM的发展提供了借鉴。     

Supporting performance management with business process management and business intelligence: A case analysis of integration and orchestration

The case(s) demonstrates the importance of business process management (BPM) and business intelligence systems (BIS) in achieving better firm performance. It has been well documented in the literature that research on the effectively usage and combination of knowledge from BPM and BIS in turbulent service environments is limited. In response, we conduct an exploratory comparative case study of four firms in banking and telecommunication industries that have implemented BPM initiative and BIS solution. Our results firstly highlight that actual results of applying BPM and BIS differ greatly from the results that were originally planned. Secondly, we find that BIS initiatives are usually driven by improving marketing and sales, while BPM initiatives are driven by improving business processes. Thirdly, we identify that there is a lack of strong commitment to using both systems for supporting performance management.     

Examining the critical success factors of cloud computing adoption in the MSMEs by using ISM model

For cutting down cost and improving the efficiency of enterprises, adoption of innovations in ICT especially in cloud computing applications is the need of the time in the highly competitive global environment. It has been noted that generally, the Indian MSMEs are not utilizing the CC applications for the promotion of their business activities and are not availing their benefits. Hence, in the present investigation, the critical success factors (CSFs) for cloud computing adoption (CCA) in the Indian micro, small and medium enterprises (MSMEs) are identified through an exhaustive literature review and expert opinions. The association between the identified factors is established by employing an interpretive structural modeling methodology that is a multi-criteria decision making (MCDM) approach. Later, the MICMAC analysis is carried out for identifying the factors having high influential power. The results of the study revealed that a CSF namely ‘previous technological experience’ is the most significant factor having the highest driving power. The findings of this research are intended to guide cloud service providers, enterprise managers, and governmental bodies in formulating the strategies and policies for effective implementation of cloud computing facilities and harness the benefits of the same. This study makes a significant contribution to the knowledge base of CC adoption for future research in the subject field.     

中国企业CRM现状调查研究

近年来CRM的研究倍受关注，其理论与应用都获得了长足进展。对CRM在中国的实施状况进行了现状调查。介绍了CRM理论和调查问卷设计思路，并对调查结果进行了分析。重点分析对CRM的认识、实施动因及目的、实施效果及相关因素，并对比了大中小型企业实施CRM的差别，针对调查结果给出了中国企业实施CRM的几点建议。     

协助优秀主管为企业研发及市场营销界面建立知识管理系统

企业研发及市场营销界面已成为成功营销商品的关键性因素。当这两部分被有效连接并分享信息时,企业可极大地提高其生产效率。优秀主管将成功总结为对信息实施了五大关键成功因素(CSFs)管理:客户需求、客户反馈、竞争、产品开发、目标设定。而知识管理系统为五大关键因素的实施提供了帮助。本文即是在吸收了客户关系管理原则及方法的基础上,提出了为实现企业研发及市场营销界面而建立知识管理系统的框架体系。     

基于价值的客户关系管理及其应用

摘要：随着企业的经营模式从以产品为核心到以客户为核心的转变,客户关系管理（CRM）的重要性日益显现。CRM应用实践表明,对CRM内涵和本质的认识不同往往造成CRM应用效果上的巨大差别。本文从价值创造的视角来研究客户关系管理,并基于价值创造从理念层、制度流程层和技术层三个层次来认识和理解客户关系管理。本文以保险公司为例,按照企业价值链从保险产品开发、产品营销、保险理赔和保险投资四个方面探讨了客户关系管理价值创造的机理。最后围绕价值创造这个核心,本文提出了将企业的内部条件和外部环境结合起来统一考虑,从公司战略、组织结构和业务流程、技术架构三个方面构建实施客户关系管理系统的框架和推动实施客户关系管理的策略。     

Business analytics use in CRM: A nomological net from IT competence to CRM performance

Business analytics (BA) becomes increasingly important under rapidly changing business environment. A research challenge is that BA use is not fully understood. We tackle this challenge from the perspective of dynamic capability by using an empirical model with the emphasis on BA use in customer relationship management (CRM). Based on 170 samples from firm-level survey, we analyze the nomological linkage from IT competence to CRM performance. The results show data management capability fully mediates between IT competence and BA use, while customer response capability partially mediates between BA use and CRM performance.     

ICT Inclusion and Gender: Tensions in Narratives of Network Engineer Training

Government, major information and communications technology (ICT) companies, and educational institutions in the United Kingdom currently claim that ICT skills training offers inclusion into the new economy. We focus on a private-public training initiative and its impact on the socially excluded, specifically lone women parents. Narrative data from four United Kingdom educational sites participating in this computer network engineer training program highlight a systemic paradox: that ICT skills development initiatives designed to support lone women parents are simultaneously working in opposition to broader policy goals such as work-life balance and ironically serve to reproduce the participants' classification as socially excluded. The assumptions underpinning the model of social inclusion driving the ICT skills training course are analyzed critically using the concepts of community of practice, classificatory systems, and marginalization. Our findings suggest that ICT training courses and initiatives should be accompanied by changes in pedagogic practice that accommodate the more wide-ranging needs of those targeted for inclusion, as well as changes in employment settings. We conclude by exploring the implications of this for government policy formation, business vendor qualifications, the design of ICT skills training initiatives, and our understanding of the role of ICT skills in overcoming the digital divide.     

Creating value in ecosystems: Crossing the chasm between knowledge and business ecosystems

Policy makers take initiatives to stimulate knowledge ecosystems in technology hotspots. It is implicitly assumed that these ecosystems will lead to value networks through which the participating companies can realize a competitive advantage. Value networks refer to business ecosystems where the value proposition is offered by a group of companies which are mutually complementary. The strategy literature suggests that business ecosystems lead to competitive advantages for each of the partners in the ecosystem. Based on a unique hand-collected database of 138 innovative start-ups in the region of Flanders, we analyze the knowledge and business ecosystem and the financial support network. We find that the knowledge ecosystem is well structured and concentrated around a number of central actors while the business ecosystem is almost non-existent at the local level. Further, we find that the financial support network is almost 100% publicly backed and fails to bridge the knowledge and business ecosystem. The implications for policy makers who tend to focus on the development of local ecosystems are discussed.     

基于项目团队的企业新产品研发项目CSFs研究

在分析文献的基础上,站在项目组织与团队的角度提炼了20个企业新产品研发（NPD）项目关键成功因素（CSFs）,对国内97家企业进行了问卷调查,应用SPSS软件进行因子分析,找到了4个公因子,建立了基于项目团队的NPD项目CSFs概念模型。     

Using big data for co-innovation processes: Mapping the field of data-driven innovation,proposing theoretical developments and providing a research agenda

This is the first systematic literature review concerning the interconnections between big data (BD) and co-innovation. It uses BD as a common perspective of analysis as well as a concept aggregating different research streams (open innovation, co-creation and collaborative innovation). The review is based on the results of a bibliographic coupling analysis performed with 51 peer-reviewed papers published before the end of 2019. Three thematic clusters were discovered, which respectively focused on BD as a knowledge creation enabler within co-innovation contexts, BD as a driver of co-innovation processes based on customer engagement, and the impact of BD on co-innovation within service ecosystems. The paper theoretically argues that the use of BD, in addition to enhancing intentional and direct collaborative innovation processes, allows the development of passive and unintentional co-innovation that can be implemented through indirect relationships between the collaborative actors. This study also makes eleven unique research propositions concerning further theoretical developments and managerial implementations in the field of BD-driven co-innovation.     

The role of proximity in sustainability transitions: A technological niche evolution analysis

The transition literature (especially within economic geography, urban studies and political ecology) highlights that the proximity between actors plays a crucial role in determining the dynamics of sustainable transitions. Economic geographers distinguish between absolute (spatial) and relative (non-spatial) proximity. These play different roles in the transition process, though relative proximity has been scarcely investigated in empirical studies. To overcome this limitation, we investigated the relevance of spatial and non-spatial proximity in the evolution of a technological niche. We also explored the roles of different kinds of non-spatial proximity (i.e. cognitive, organizational, social, institutional), in niche evolution, in terms of network expansion. To this end, we analyzed the Italian biofuel niche, as it has already undergone different evolution phases. We found that the most relevant drivers of niche networking were social, cognitive and institutional proximity. Additionally, while social proximity was relevant throughout the entire life span of the niche, cognitive and institutional proximity gained significance only in the maturity phase, marking a transition point in the niche evolution. From these findings we derive that policy makers should (i) concentrate on social proximity to speed up niche evolution and (ii) increase cognitive and institutional proximity in the development phase in order to consolidate the niche in the maturity phase. This could occur through initiatives aimed at creating common experiences (e.g. business incubators, technological communities) and the intervention of national and/or supranational institutions to create network externality conditions by means of R&D subsidies.     

Open to suggestions: How organizations elicit suggestions through proactive and reactive attention

This paper analyzes organizations’ attempts to entice external contributors to submit suggestions for future organizational action. While earlier work has elaborated on the advantages of leveraging the knowledge of external contributors, our findings show that organizational attempts to attract such involvement are likely to wither and die. We develop arguments about what increases the likelihood of getting suggestions from externals in the future, namely through (1) proactive attention (submitting internally developed suggestions to externals to stimulate debate) and (2) reactive attention (paying attention to suggestions from externals to signal they are being listened to), particularly when those suggestions are submitted by newcomers. Findings from an analysis of about 24,000 initiatives by organizations to involve external contributors suggest these actions are crucial for receiving suggestions from external contributors. Our results are contingent upon the stage of the initiative because organizations’ actions exert more influence in initiatives that lack a history of prior suggestions. Our work has implications for scholars of open innovation because it highlights the importance of considering failures as well successes: focusing exclusively on initiatives that reach a certain stage can lead to partial or erroneous conclusions about why some organizations engage external contributors while others fail.     

以数据挖掘提升客户关系管理

客户关系管理正逐渐成为现代企业的焦点,数据挖掘(DM)技术是客户关系管理(CRM)中的核心技术之一。介绍了数据挖掘的实现过程,将DM与企业管理中的CRM相结合,将帮助企业更好地了解客户行为,做出正确的决策,使CRM战略得到有效实施,提高企业核心竞争力。     

Antecedents to open business model in the ICT-based sectors

The traditional closed business models (BMs) are widespread and continue to dominate the current business world. Today, more and more companies are using outside technologies and innovations to develop new products and actively look at business opportunities created through sharing knowledge, competencies, and technological resources. The next phase is to open the business model to reap the full benefits of open innovation (OI). As the driver of effective knowledge and technology flows (inside-out and outside-in), open innovation cannot capture value of these flows unless it is leveraged by key internal resources. Based on the resource-based view (RBV), we claim that such technological investments cannot make organizations more effective unless they are accompanied by organizational complementary assets. Thus, the theoretical model exposes Open Business Model (OBM) antecedents based on a Business Model Innovation (BMI) perspective. Moreover, the literature of the BM innovation values the link between BM and OI and asserts that network, structures and technological knowledge management infrastructure are required to capture the value created by these flows and drive companies to open their BM and thrive.The paper performs a structural model analysis with a sample of 134 respondents in the information and communication technologies (ICT) based sectors. The results show the positive impact of technological knowledge management infrastructure on inbound OI and the impact of relational capital on the two types of OI strategies and in leveraging open BM in ICT-based sectors. The paper provides insights to firms OI initiatives holders to establish effective networked BMs.     

The role of social media in the engagement and information processes of social CRM

This study furthers investigation into exactly how Social CRM (S-CRM) is different from traditional CRM, and models the interrelationships between its capabilities. It is underpinned in dynamic capabilities theory, to explain how social media, as a resource all organizations use, can lead to differing performance outcomes. It is underpinned in seminal research into traditional CRM, but which does not cater for the disruptive nature of social media. We outline how S-CRM is a second-order dynamic capability consistng of a set of first-order integrative dynamic capabiliies that, when properly interrelated, lead to performance outcomes. We particularly model the role of S-CRM front- and back-office technology capabilities, customer engagement initiatives, and social information processes in driving customer relationship performance. Findings show that S-CRM is different from traditional CRM in a range of ways in the front- and back-offices, and provide a framework for researcher and managers in information systems and marketing to operate at strategic and tactical levels within S-CRM, while being congisant of both.