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Evaluating effects of mobile CRM on employees’ performance

Changsu Kim (School of Business, Yeungnam University, Gyeongsan, South Korea)
In-Seok Lee (Sktelecom Customer Center, Seoul, Republic of Korea)
Tao Wang (School of Economic Information Engineering, Southwestern University of Finance and Economics, Chengdu, China)
Mirsobit Mirusmonov (College of Commerce and Business Administration, Dhofar University, Salalah, Oman)

Industrial Management & Data Systems

ISSN: 0263-5577

Article publication date: 11 May 2015

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3190

Abstract

Purpose

The purpose of this paper is to examine employees’ personal performance after mobile customer relationship management (m-CRM) use based on an updated model of information system (IS) success. The authors also investigate whether personal performance of employees varies according to the period of m-CRM use.

Design/methodology/approach

Bootstrapping is employed to analyze data collected from a survey of firms using m-CRM. The survey targeted executives and staff members in departments related to the development and application of m-CRM systems.

Findings

The results indicate that some of the factors had no significant effect on employees’ personal performance through employee satisfaction and system use as mediators. Overall, however, the three types of quality had significant effects on employees’ personal performance through employee satisfaction and system use.

Practical implications

The study provides a number of strategies that managers or executives might deploy within organizations to improve employees’ personal performance through the implementation of m-CRM systems. It is of paramount importance for managers or executives to develop m-CRM systems that provide high-quality information and service including sufficient customer-based analysis, up-to-date customer information, barrier-free design and personalized service.

Originality/value

It is the first study to empirically test the role of m-CRM characteristics in predicting employees’ personal performance. This study will not only add contribution to the DeLone and McLean’s theory, but also contribute to the IS literature in IS success. The findings will also provide useful insights for guiding managers or executives in formulating and executing effective strategies to enhance the level of m-CRM use and employee satisfaction which in turn promote personal performance.

Keywords

Acknowledgements

The authors would like to gratefully acknowledge the insightful reviews and suggestions from Dr Alain Chong and anonymous reviewers on the earlier versions of this paper. Their comments have improved the paper considerably. This work has been supported by the Major Program of National Natural Science Foundation of China (No.91218301, No.71090402), the Fundamental Research Funds for the Central Universities (JBK150132, JBK120505), the National Natural Science Foundation of China (No.71302186, No.71371157). Revised: Acknowledgements: This work was supported by the 2012 Yeungnam University Research Grant, the Fundamental Research Funds for the Central Universities (No.JBK120505, No.JBK150132), the National Natural Science Foundation of China (No.71303191).

Citation

Kim, C., Lee, I.-S., Wang, T. and Mirusmonov, M. (2015), "Evaluating effects of mobile CRM on employees’ performance", Industrial Management & Data Systems, Vol. 115 No. 4, pp. 740-764. https://doi.org/10.1108/IMDS-08-2014-0245

Publisher

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Emerald Group Publishing Limited

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