The role of social media in the engagement and information processes of social CRM |
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Institution: | 1. UWA Business School, The University of Western Australia, M263, 35 Stirling Highway, Crawley, WA 6009;2. Department of Management Studies, University of Dhaka, Dhaka 1000;3. Faculty of Business & Law, University of Southampton, Southampton SO17 1BJ, UK;1. Northwestern University, Evanston, USA;2. ESCP Europe, Paris, France;3. Goethe-University, Frankfurt/Main, Germany;4. Roland Berger, Hamburg, Germany;5. Hong Kong University of Science and Technology, Hong Kong;1. John Cook School of Business, Saint Louis University, 3674 Lindell Boulevard, St. Louis, MO 63108, USA;2. Rutgers Business School-Newark and New Brunswick, 1 Washington Park, Newark, NJ 07102, USA |
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Abstract: | 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. |
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Keywords: | Social CRM Dynamic capabilities Social media Customer engagement initiatives Social information processes |
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