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The purpose of this paper is to examine the generalizability of the customer relationship management (CRM) scale originally developed by Sin et al. as well as to investigate the strength of linkages between CRM implementation components and business performance in Jordan's financial service organizations (FSOs).

Using a quantitative methodology, data were collected through a survey that included FSOs that are operating in the Jordanian market. The original adopted CRM scale was administered to 12 banks and 18 insurance companies that were found to be implementing CRM. An overall number of 320 questionnaires were sent to these banks and insurance companies' top management members who were directly involved in CRM implementation and performance assessments. Exploratory and confirmatory factor analyses were used to assess the generalizability of the CRM scale developed by Sin et al. Structural path model analysis was also used to test the research hypotheses concerning the relationship between CRM implementation and business performance.

The results suggest that the CRM implementation scale originally developed by Sin et al. does generalize to a Jordanian FSOs context. The findings indicate that there is a positive and significant relationship between CRM implementation components and FSOs' business performance comprised of financial and marketing performances. CRM organization and technology‐based CRM are the strongest predictors of variations in FSOs' business performance.

This paper is the first systematic research project in Jordan that isdevoted to investigating the scale and components of CRM implementation in Jordan and in the Middle East.

The present study evaluates the effects of four‐component customer relationship management (CRM) on nursing home resident satisfaction by incorporating residents’ perceptions of service quality regarding physical environment and interaction with staff members in the nursing home. It also explores the mediating role of service quality between CRM and resident satisfaction.

A conceptual two‐level model that links CRM to resident satisfaction was developed and tested using data collected from nursing staff and residents in nursing homes in Taiwan. Data from 481 residents involving 45 nursing homes was collected via a questionnaire and analyzed using hierarchical linear modeling.

The results of this study show that most CRM components help nursing homes improve service quality and that perceived service quality positively influences resident satisfaction. This study also provides empirical support for the hypotheses that CRM helps nursing homes improve resident satisfaction through improving physical environment quality (PEQ) and interaction quality (IQ).

The findings highlight the importance of other aspects of CRM, not just information‐technology‐based CRM, to help nursing home staff provide customized offerings to residents and subsequently increase resident satisfaction with the nursing home. This research also points to PEQ and IQ as mediating mechanisms that can explain the association between CRM and resident satisfaction in the nursing home context.

This research investigate the beneficial effects of CRM by relating the comprehensive set of CRM components to service quality and resident satisfaction at the individual level. In addition, the present study points to residents’ perceptions of service quality as one of several mediating mechanisms that explains the association between CRM and resident satisfaction.

The purpose of this study is to examine the impact of four organisational cultural traits of adaptability, consistency, involvement and mission on the three components of customer relationship management (CRM), namely, people, process and technology, in the context of the hotel industry.

Required data are collected with a quantitative approach and a questionnaire adapted from the Denison organisational culture survey and the Mendoza CRM model. The questionnaire was distributed among 364 managers of a chain hotel in the UK and gathered data were examined using the structural equation modelling method.

The results of this study reveal that the four traits of organisational culture (adaptability, consistency, involvement and mission) have positive and significant impacts on the three components of CRM (people, process and technology). A set of theoretical contributions and practical implications was also discussed.

The study is conducted with a case study approach; hence, the findings cannot be generalised to a larger population, and the results might be different for other industries. Because of the limitation of access to all employees, only managers were selected as the sample, and future studies with all employees may show different results.

Current study helps hotel managers to understand the role and importance of organisational cultural traits in successful implementation of their CRM strategy components.

The position taken in this study recognises the need to enhance the understanding of organisational culture’s impact on implementing CRM components. Organisational cultural traits have different levels of impact on CRM implementation, and this is the first study to investigate the detailed impacts of the four traits of adaptability, consistency, involvement and mission on the three components of CRM, namely, people, process and technology.

The purpose of this study is to examine the impact of customer relationship management (CRM) components on competitive advantage through customer loyalty in the banking sector of Bangladesh.

A structured questionnaire was used for the data collection process. In all, 326 respondents were participated in the survey and selected conveniently from the commercial banks of Bangladesh. Data were analyzed by using Smart-PLS software.

The outcomes of this study indicate that customer orientation and technology capability have a positive impact on competitive advantage, while customer knowledge does not. Besides, customer loyalty significantly mediates the relationship between customer orientation and technology capability with competitive advantage, while this mediation effect appears insignificant between customer knowledge and competitive advantage.

This study's findings can help Bangladeshi bank managers communicate with new customers about their promotional activities while keeping old customers informed about new CRM initiatives.

This study adds to the existing pool of knowledge on CRM components, customer loyalty and competitive advantage literature. Particularly, the mediating role of customer loyalty between the CRM components (customer orientation and technology capability) and competitive advantage is the unique contribution of this research.

The present study investigates the moderating role of customer trust in customer relationship management (CRM) components and customer loyalty relationships in the context of the baking sector in Bangladesh.

Data were collected through a survey using a structured questionnaire from 350 customers of commercial banks in Bangladesh.

The key finding is that all CRM components (customer orientation, customer advocacy and customer knowledge) except customer engagement have positive impact on customer loyalty. Moreover, customer trust only moderates the relationship between customer knowledge and customer loyalty, whereas other CRM components and customer loyalty do not moderate by trust.

The findings of the study add to the substantial pool of knowledge on CRM components, customer trust and customer loyalty literature. More specifically, the moderating role of customer trust between customer knowledge and customer loyalty is the novel contribution of this research which will enrich the existing CRM literature particularly in the banking sector of Bangladesh.

To sustain competitive advantage, it is necessary to understand consumers and their psychological fears and deliver them a service solution which is best under existing conditions so as to ensure consumer loyalty and retention. This paper seeks to conceptualise and operationalise customer relationship management (CRM) through two component model (operational CRM (OCRM) and analytical CRM (ACRM)), particularly in the healthcare sector.

The relationship between OCRM, based on three patient‐staff constructs (physicians, nurses and support staff) and ACRM based on four constructs (satisfaction, repatronization, recommendation and organizational performance) was analysed using confirmatory factor analysis (AMOS). The data for the model were collected from 306 indoor patients of three large public hospitals who have been associated with the hospital for at least five years.

The model portraying service quality as an antecedent to OCRM is found to be acceptable whereas the other two models, namely, service quality as the moderating variable in explaining OCRM and ACRM relationship effectively and direct relationship between OCRM (service quality implicit) and OCRM) were rejected. Characteristics, primarily caring attitude, friendliness, helpfulness, response to queries, expertise and effective treatment are found to be significant for OCRM from physicians, nurses and support staff perspectives that can impact the four ACRM dimensions – satisfaction, repatronization, recommendation and organizational performance.

The study contributes to the current understanding of CRM in particular and consumer behaviour in general, in the context of the healthcare sector. The role of service quality in influencing patient‐staff interaction and CRM linkage with the service dominant concept has added more strength to the conceptual development of TCRM.

This study aimed to provide a critical review of the evolution of customer relationship management (CRM) research in the hospitality and tourism (H&T) field.

The study conducted a thorough systematical literature review by collecting papers from 14 leading tourism and hospitality journals. The examination of the literature is first based on the evolution of CRM notion and its definitions. Next, CRM studies in the literature that are related to H&T were assessed based on their timelines and themes. Third, the studies were classified based on CRM components and its impacts on firms’ performances.

The literature review provided an in-depth understanding on the progress of CRM based on the selected topics and suggests a redesigned research agenda for scholars, graduate students and practitioners.

This study provides new and meaningful avenues for further research in CRM in H&T area.

CRM has a key role in business performance and increased customer satisfaction and retention, specifically in the context of the service industry. To date, scholars have produced an abundant number of CRM-related studies in tourism and hospitality journals. In this study, the progress of CRM research conducted in the tourism and hospitality sector is critically reviewed.

The aim of this study is to empirically test a framework which identifies the relationships between customer relationship management (CRM) practices, organizational performance and innovation capability of Iranian manufacturing firms.

Data for the study were collected from a sample of 211 Iranian manufacturing firms. The research model was tested using structural equation modeling.

The results reveal that CRM practices have a positive and significant, though weak, effect on organizational performance and innovation capability of Iranian manufacturing organizations. Innovation improvement caused by CRM also results in better organizational performance.

Because this study is conducted in Iranian manufacturing organizations, it implies that the generalizability of this study’s findings is limited to the manufacturing firms in Iran and cannot be applied to other markets without a further validation.

This empirical research has extended our understanding of CRM components and their impact on business performance and innovation capability of Iranian manufacturing firms which have not been addressed together in previous empirical studies in Iran. Also, the obtained findings offer the Iranian manufacturing executives and managers strategic insights in relation to CRM implementation, CRM items and, more importantly, the most influential components of CRM on the manufacturing organizations’ performance and innovation.

This paper shows the importance of CRM practices and how they directly influence organizational and innovation capabilities of the Iranian firms. This study is among the few studies which attempt to empirically investigate the relationships between these variables particularly in the context of Iran.

This study aims to show the contribution of the determinants of customer relationship management (CRM), namely, customer-centric organizational culture and customer-centric management system, in explaining CRM performance. The moderating role of employee support has also been examined.

A questionnaire was administered to 406 CRM users in 15 four- and five-star hotels in Tunisia. Data were analyzed using structural equation modeling.

The results show that a consumer-centric managerial system positively affects CRM technology. Managerial system contributes to have an efficient CRM technology implemented that provides sales force with customer information, competitor information, leads for cross-sell/up-sell opportunities, tracks product availability and measures customer loyalty. These dimensions are negatively affected by a consumer-centric organizational culture. CRM technology once implemented with an adapted consumer-centric vision will enhance the CRM performance. Moreover, the use of CRM technology by employees leads to higher performance. CRM performance can improve when different CRM components are used and supported by employee. Exchange of relevant information that provides technology can improve in regaining lost customers, in acquiring customers and in improving the total return per customer and reducing customer migration.

The findings help managers to consider adopting a customer-oriented CRM strategy that considers all the variables that may affect the performance of this technology (initiation, maintenance and retention). Companies will be able to reconsider some notions related to CRM strategies: restructuring the human factor, disseminating information, changing hotel culture and training of users.

This study is the first to explain CRM performance in Tunisian hotels. It helps to highlight the importance of the visitors’ behavior in hotels, which explains, among other things, the difficulty of maintaining long-lasting relationship with hotel guests, despite a good system management and a good customer-centric culture.

The study aims to investigate the effect of four customer relationship management (CRM) dimensions, namely, customer orientation, customer relationship management organization, managing knowledge and CRM based technology, on customer satisfaction in the hospitality sector of Kashmir.

A survey instrument with a slight modification is adapted from literature and is exercised on the customers of three- and four-star hotels operating in Kashmir. A total of 176 responses received using systematic random sampling were subjected to exploratory factor and regression analyses to uncover the underlying relationships among dependent and independent variables.

The results revealed a significant and positive relationship between CRM dimensions, namely, customer orientation, managing knowledge and CRM organization on customer satisfaction. Though the results also indicate a significant positive effect of CRM-based technology on customer satisfaction, the magnitude of this effect is very weak. This suggests that hotel organizations use technology as a mere tool to store customer information only. Thus, CRM-based technology should be used by the hotels to analyze customer information and, subsequently, design customized products. This will unravel the full potential of the technology and lead to better customer satisfaction.

The findings of this study provide significant insights to the practitioners to understand the role of successfully implementing a CRM strategy. It reflects that establishing an effective CRM strategy helps managers in improving customer satisfaction and in maintaining a long-term relationship with customers to achieve the organizational goals. Thus, establishing an efficient and effective CRM strategy should be (one of) the key objectives for all hotel managers. Moreover, the hotels that successfully implement CRM strategy and manage customer knowledge properly will reap the rewards in terms of better customer loyalty and long-term sustainable profitability.

This study approaches the implementation of CRM strategy from a customer perspective with a specific focus on investigating the effect of four CRM dimensions on customer satisfaction in the hospitality sector. This will provide a novel impetus to the hotel managers to devise and manage a CRM strategy that leads to (better) customer satisfaction.