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1 – 10 of over 3000Yonggui Wang and Hui Feng
This study seeks to extend the resource‐based view to the context of customer relationship management. It is intended to develop a measurement model of customer relationship…
Abstract
Purpose
This study seeks to extend the resource‐based view to the context of customer relationship management. It is intended to develop a measurement model of customer relationship management (CRM) capabilities, and to explore the key antecedents and performance consequences of CRM capabilities.
Design/methodology/approach
Questionnaire survey was used to collect data. In order to develop a reliable and valid measurement model of CRM capabilities, several rounds of questionnaire survey were conducted, and hypotheses were tested by utilizing the technique of structural equation modeling.
Findings
A three‐factor (customer interaction management capability, customer relationship upgrading capability and customer win‐back capability) measurement model of CRM capabilities is developed and tested. Furthermore, results support the hypothesized influences of customer orientation, customer‐centric organizational system and CRM technology on CRM capabilities, as well as the influence of CRM capabilities on organizational performance.
Practical implications
This study provides a useful measurement mode of CRM capabilities that managers can use to evaluate the status in quo of CRM capabilities of their firms. Managers may also improve their CRM programs more effectively and efficiently by deploying such strategic resources of firms as customer orientation, customer‐centric organizational system and CRM technology to build and strengthen their CRM capabilities.
Originality/value
The paper addresses significant gaps in the current literature by taking a capability view of CRM, developing a valid measurement model of CRM capabilities, and examining how possession of important CRM resources influences the effective deployment of CRM capabilities.
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Adam Powell, Charles H. Noble, Stephanie M. Noble and Sumin Han
The purpose of this paper is to examine the use of technology in customer relationship management (CRM) support capabilities by using an environmental contingency perspective. By…
Abstract
Purpose
The purpose of this paper is to examine the use of technology in customer relationship management (CRM) support capabilities by using an environmental contingency perspective. By examining the moderating effects of micro- and macro-environmental characteristics in which CRM support capabilities are used, the authors seek to extend the literature on CRM technology effectiveness in both customer commitment and overall firm performance. The authors also seek to advance managerial knowledge about CRM support capability technology utilization strategies in various market offering and dynamic market settings.
Design/methodology/approach
The authors utilized a questionnaire to collect data from a sample of 276 small business CRM managers across a wide range of industries. Measures were adapted from the existing literature, and these were largely multiple-item measures of latent variables. The hypotheses were tested using a combination of Ridge regression and a bootstrapping test of mediation. In addition, residual centering was used to reduce multi-collinearity in the interaction analysis.
Findings
The contingency/fit analysis performed in this research highlights the complex nature of the use of technology in CRM support capabilities. The benefits of a man vs a machine CRM support capability depend on the support function (whether marketing, sales, service, data access or data analysis), as well as upon the characteristics of the operating environment. Machine-based marketing support is positively related with customer commitment in turbulent markets, and machine-based service support is preferred in technologically turbulent markets. Sales support, on the other hand, is positively related to customer commitment in technologically turbulent markets when performed by man rather than machine.
Practical implications
CRM support capabilities differ across firms and markets, thus a “one size fits all” approach is not appropriate. This research shows under what conditions a machine-based approach to CRM can be effective for small businesses.
Originality/value
This research is the first to consider market offering and turbulence variables as moderators of the relationship between technology use in CRM support capabilities and customer commitment. Taking this contingency approach, the authors find that resource-based competitive advantage is obtainable based on the fit of the resources (e.g. CRM capabilities) to the environmental characteristics of the firm. Through this perspective that is unique to CRM research, the authors are able to provide both general and specific recommendations to managers and researchers.
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Guangming Cao and Na Tian
Evidence in the literature has indicated that customer-linking marketing capabilities such as customer relationship management (CRM) and brand management are important drivers of…
Abstract
Purpose
Evidence in the literature has indicated that customer-linking marketing capabilities such as customer relationship management (CRM) and brand management are important drivers of marketing performance and that marketing analytics use (MAU) enables firms to gain valuable knowledge and insights for improving firm performance. However, there has been little focus on how firms improve their CRM and brand management via MAU. This study aims to draw on the absorptive capacity theory, research on marketing capabilities and marketing analytics to examine the capability-developing mechanisms that enable a firm to use marketing analytics to enhance its CRM and brand management capabilities, thereby improving its marketing performance.
Design/methodology/approach
A research model is developed and tested based on an analysis of 289 responses collected using an online survey from middle and senior managers of Chinese firms with sufficient knowledge and experience in using marketing analytics for survey participation.
Findings
The findings demonstrate that MAU is positively related to both CRM and brand management capabilities, which in turn are positively associated with marketing performance; and that both CRM and brand management capabilities mediate the relationship between MAU and marketing performance.
Research limitations/implications
The study’s outcomes were based on data collected from a survey, which was distributed using mass e-mails. Thus, the study is unable to provide a meaningful response rate. The research results are based on and limited to Chinese firms.
Practical implications
MAU is essential for enhancing customer-linking marketing capabilities such as CRM and brand management, but it alone is not sufficient to improve marketing performance. Firms wishing to improve marketing performance should leverage the knowledge and insights gained from MAU to enhance their critical customer-linking marketing capabilities.
Originality/value
This study explicates the capability-developing mechanisms through which a firm can use its market-sensing capability as manifested by MAU to enhance customer-linking marketing capabilities and to improve its marketing performance. In so doing, this study extends our understanding of the critical role of absorptive capacity in helping firms identify, assimilate, transform and apply valuable external knowledge.
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Pradeep Kumar, Sanjay Kumar Singh, Vijay Pereira and Erasmia Leonidou
The purpose of this paper is to identify the constituents of cause-related marketing (CRM) capabilities in the context of an emerging market healthcare sector, by incorporating…
Abstract
Purpose
The purpose of this paper is to identify the constituents of cause-related marketing (CRM) capabilities in the context of an emerging market healthcare sector, by incorporating the resource-based view alongside the dynamic capability perspective. Moreover, the authors aim to illustrate how the typologies of CRM capabilities help to achieve service innovation whilst taking into consideration the role of service flexibility (SF) and service climate.
Design/methodology/approach
The authors develop a research framework through a representative and novel case study in the Indian healthcare market by utilizing and analyzing the subject-specific literature. Furthermore, a quantitative survey of healthcare professionals was conducted to assess the relationships utilizing PLS–SEM.
Findings
After identifying the constituents of CRM capabilities, the study confirms the mediating mechanism of SF between CRM capabilities and service innovation. Furthermore, findings from the study suggest that service climate positively moderates the relationship between CRM capability and SF.
Research limitations/implications
The study was conducted in the emerging country healthcare market of India. Thus, the generalizability of the framework needs to be tested in a similar or contrasting context. Furthermore, the sample size for the study was limited to healthcare professionals, and the customer’s perspective was missing.
Originality/value
This paper is a first step to identify the specific dimensions of CRM capability and explain it as a higher-order factor. The study further provides an integrative framework that includes CRM capability, service innovation, SF and service climate. More specifically, it enhances the understanding of the constituents of the CRM capabilities and their influence on service innovation.
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Fares Medjani and Stuart Barnes
Social CRM (SCRM) technologies, as distinct from CRM technologies per se, provide an important new resource for companies to develop their relationships with customers and drive…
Abstract
Purpose
Social CRM (SCRM) technologies, as distinct from CRM technologies per se, provide an important new resource for companies to develop their relationships with customers and drive business performance. This research develops and tests an original model exploring the impact of SCRM on firm performance and the relationships between SCRM use, engagement, CRM capabilities and performance.
Design/methodology/approach
The authors collect a sample from 227 companies using a survey and test the model using structural equation modelling.
Findings
The findings reveal that all the hypotheses in our research model are supported: the use of SCRM technologies lead to developing capabilities and engagement. These capabilities and engagement are then transformed into business performance through a mediation process. Overall, these findings are consistent with resource-based view and dynamic capability theories; these new technological and relational resources allow the creation organizational capabilities, which are essential to enable firms to improve their performance.
Practical implications
SCRM does not directly lead to performance but facilitates CRM capabilities and engagement that allow businesses to enhance performance.
Originality/value
First, the authors conceptualize and operationalize SCRM as a unique concept, distinct in the literature. Second, the authors provide an original conceptualization of SCRM as a combination of CRM capabilities and engagement. Third, the authors study the mediating effect of CRM capabilities and engagement in the relationship between social CRM use and performance. Finally, this research is conducted in three North African countries where there is currently a dearth of understanding of the impact of modern information systems on organizational performance.
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Ru‐Jen Lin, Rong‐Huei Chen and Kevin Kuan‐Shun Chiu
The purpose of this paper is to investigate the effects of various dimensions of customer relationship management (CRM) on innovation capabilities. Five dimensions of CRM…
Abstract
Purpose
The purpose of this paper is to investigate the effects of various dimensions of customer relationship management (CRM) on innovation capabilities. Five dimensions of CRM (information sharing, customer involvement, long‐term partnership, joint problem‐solving, and technology‐based CRM) and five aspects of innovation capability (product, process, administrative, marketing, and service innovations) are identified. The one‐to‐one associations between the two constructs are developed and verified.
Design/methodology/approach
Data from 107 Taiwanese computer manufacturers are collected. Multiple regression analysis is employed to examine the effects of CRM on innovation capabilities.
Findings
The following results are offered: computer manufacturers in Taiwan perform various levels of CRM and, consequently, display different levels of effects on each of the five innovation capabilities. Generally, firms are able to increase their innovation capability by ad hoc CRM; the relationship between customer involvement and process innovation; customer involvement and administrative innovation; and long‐term partnership and marketing innovation are not significant; and technology‐based CRM has positive effects on all five types of innovation.
Practical implications
The findings suggest that not all CRM activities contribute to innovation programs, which clearly indicates the need for applying other mechanisms, such as supplier integration, to form a complete innovation program. Managers should align the development of their supplier management and CRM practices with the desired innovation capability.
Originality/value
The one‐to‐one relationships between CRM practices and innovation capabilities have not been properly examined. The findings suggest the need for more research in this area, and the statistical results provide managers with useful guidelines for implementing appropriate CRM practices to develop specific innovation capabilities to respond to enhanced competitiveness.
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Sümeyye Özdemir, Fatma Sonmez Cakir and Zafer Adiguzel
Banks are fiercely competitive among themselves, focused on satisfying and retaining customers through the extensive use of technology for service innovation and delivery. In this…
Abstract
Purpose
Banks are fiercely competitive among themselves, focused on satisfying and retaining customers through the extensive use of technology for service innovation and delivery. In this context, the study aims to understand the impact of customer relationship management (CRM) and innovation capability, including strategy and technology elements, on customer satisfaction and the financial performance of banks.
Design/methodology/approach
The sample population of the study consists of bank employees. Analyzes were made using the SMARTPLS program, and within the scope of the study, data were collected from 272 bank employees.
Findings
As a result of the analyzes, it can be explained that the innovation capability coupled with the CRM strategy and related technology have positive effects on both financial performance and customer satisfaction.
Research limitations/implications
The research was conducted in banks that have an important position in the service sector. In terms of location, the data was collected in Istanbul because the headquarters are in Istanbul. Therefore, these limitations should be taken into account in future studies.
Originality/value
The research is quite new and up-to-date in terms of examining CRM from a strategic and technological point of view, as well as examining innovation competency.
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The purpose of this paper is to illustrate the practical application of dynamic capabilities theory to improve investment decisions in customer relationship management (CRM).
Abstract
Purpose
The purpose of this paper is to illustrate the practical application of dynamic capabilities theory to improve investment decisions in customer relationship management (CRM).
Design/methodology/approach
Action research (AR) allows managers to raise the tacit knowledge of their dynamic capabilities to a level where they can be identified and developed. A framework and a process for managing dynamic capabilities in marketing are presented.
Findings
The findings relate to the nature of dynamic capabilities in marketing and how they are managed.
Practical implications
Marketing managers can improve the return on investments in CRM.
Originality/value
The paper presents a method for applying dynamic capabilities drawn from the resource‐based view (RBV) to practical marketing problems.
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Aurora Garrido-Moreno, Víctor García-Morales, Stephen King and Nigel Lockett
Although Social Media use has become all-pervasive, previous research has failed to explain how to use Social Media tools strategically to create business value in today's…
Abstract
Purpose
Although Social Media use has become all-pervasive, previous research has failed to explain how to use Social Media tools strategically to create business value in today's increasingly digital landscapes. Adopting a dynamic capabilities perspective, this paper empirically examines the specific process through which Social Media use translates into better performance and the capabilities involved in this process.
Design/methodology/approach
A research model is proposed that includes both antecedents and consequences of Social Media use. Existing research was examined to derive the research hypotheses, which were tested using SEM methodology on a sample of 212 hotels.
Findings
The results show that Social Media use does not exert significant direct impact on organizational performance. Rather, the findings confirm the mediating role played by Social CRM and Customer Engagement capabilities in the value creation process.
Practical implications
The results demonstrate how Social Media tools should be implemented and managed to generate business value in hotels. Implications yield interesting insights for hotel managers
Originality/value
This study is a first attempt to analyze empirically the real impact of digital media technologies, particularly Social Media use, drawing on the dynamic capabilities perspective and focusing on service firms (hotels). Including the variable “Organizational Readiness” as a basic prerequisite to benefit from Social Media use enhances the study's novelty and contribution.
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Sheshadri Chatterjee, Ranjan Chaudhuri and Demetris Vrontis
This study investigates how the combined effects of big data ability and CRM capability could impact on an organization's strategic sales performance (SSP), and how the leadership…
Abstract
Purpose
This study investigates how the combined effects of big data ability and CRM capability could impact on an organization's strategic sales performance (SSP), and how the leadership support (LS) could moderate the relationships between SSP with CRM capability and customer retention ability.
Design/methodology/approach
Having inputs from the literature and resource-based view (RBV) theory, a model has been developed conceptually. The conceptual model was validated statistically using the partial least squares structural equation modeling (SEM) technique with 317 responses.
Findings
The study found that organizations' big data analytics (BDA) capability, along with customer relationship management (CRM) capability, positively and significantly impacts organizations' SSP. Also, the study found that LS has a moderating impact on organizations' SSP.
Research limitations/implications
The study cannot be generalizable, as it is cross-sectional in nature. Also, the sample size for statistically validating the model is 317, which is not large enough to generalize the study findings. The study has used only five constructs and one moderator. With more constructs and other moderators, the boundary conditions of the model could have been increased, which could result a better explanative power of the model.
Practical implications
This study shows that organizations' big data and CRM capabilities are important for their SSP; therefore, managers must ensure that their organization has appropriate big data and CRM capabilities. Also, the study shows the significance of LS to increase the SSP of their organizations. Thus, organizational leadership must support big data and CRM-related capabilities and ensure employees are appropriately trained to successfully use these capabilities.
Originality/value
Only a limited number of studies are available on the combined impact of big data capability and CRM capability on an organization's strategic sales. How BDA could help organizations to improve their SSP has not been explicitly studied. The proposed model shows that these capabilities, along with the moderating effects of LS, impact on organizations' SSP. Thus, the proposed theoretical model is a unique model, and the study is novel.
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