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This paper aims to analyze the effects of organizational factors on electronic customer relationship management (e-CRM) successful implementation.

Data were collected through a structured questionnaire survey conducted in Vietnam. The dataset consists of 241 valid responses by individuals working at Vietnamese airlines. Correlation analysis and structural equation modeling were used to examine the causal relationships among organizational factors, customer orientation, knowledge management, data quality and CRM strategy.

The result shows that organizational factors have influence on e-CRM success. However, there are other factors needed to be more considered that are customer orientation having the most influence, following by knowledge management and technology. Still other factors have indirect effect on e-CRM success such as data quality and CRM strategy.

This study is among the first to examine an integrated model depicting the direct and indirect effects of organization factors on e-CRM success. From this perspective, this paper provides an improved understanding of how customer orientation and organizational factors, technology and knowledge management influences airlines applying e-CRM. This study also provides several implications for practice. The paper suggests airline providers and marketing managers, especially those in Vietnam, focus more on customer orientation activities. The paper also recommends that airlines should pay attention to its organizational structure in line with its customer-orientation strategy.

This paper aims to illustrate how innovation typologies may lead to cause-related marketing (CRM) success when applied to services.

Hence, the paper identifies product/service and brand factors that underpin CRM success, undertakes an innovation theory application in CRM and examines its theoretical and practical significance.

The paper develops a conceptual framework that may serve to facilitate CRM success.

Intended contributions include: a critical review of academic research related to CRM success; identification of underdeveloped connections between five innovation types and CRM success; enrichment of the innovation and CRM literature by developing a framework that combines these; managerial guidelines to achieve successful CRM practice in services; and an agenda for future research in CRM via a multi-dimensional concept of innovation.

This paper seeks to use the balanced scorecard approach to create a performance measurement tool for e‐CRM implementations, distinguishing the criteria which signify higher levels of success in e‐CRM for internet businesses.

A performance measurement tool assessing the success of e‐CRM implementations under the customer, internal business, innovation and learning, and financial perspectives of the balanced scorecard is constructed. A total of 72 internet businesses in Turkey were surveyed about how much their CRM implementations contributed to the improvement in various measures under these four perspectives. These businesses are categorised as those with high versus moderate levels of perceived e‐CRM success. T‐tests are conducted to find out which success criteria distinguish these two groups more significantly.

Companies with higher levels of perceived e‐CRM success claimed significantly higher levels of improvements in customer satisfaction, transaction amounts and frequency, brand image, effective database management and customer targeting, efficient business processes, technology utilisation, excellence and innovation in services, improved sales, profitability and decreased service support costs.

The sample size is relatively small due to the difficulty of collecting data from internet businesses on a strategic issue such as e‐CRM. Perceived e‐CRM success is assessed based on the answers of a single respondent from each business.

With successful e‐CRM programs, internet businesses can experience significant levels of improvements under all the four perspectives of the balanced scorecard, including tangible measures such as financial outcomes and the less tangible indicators such as customer value, innovation, excellence, and efficiency in business processes.

A general strategic management tool is applied to a specific process in internet businesses. Performance in e‐CRM is assessed extensively.

The purpose of this paper is twofold. First, the authors aim to identify all the product- and brand-related factors that promote cause-related marketing (CRM) success. The second part of this research aim is, to undertake a product innovation theory application into the context of CRM, examine the degree and nature of its theoretical and practical consonance, and develop an integrated conceptual framework for CRM success.

The paper is conceptual and incorporates and interrelates the findings of existing CRM research as applied within the context of corporate social responsibility (CSR). Specifically this paper accumulates the state of prior wisdom on CRM success through the identification of several product- and brand-related success factors, based on a systematic review of the literature. In doing so, it introduces the concept of product innovation as a CRM success factor and integrates those distinct fields into a conceptual framework.

The authors develop an integrative framework and a propositional inventory that represents a consolidated foundation for the systematic development of a theory for successful CRM strategies, along with the integration of product innovation within the field of CRM.

Towards this direction, the objective of this study is theory construction rather than theory testing. Thus, much work remains to be done in terms of empirically testing our research propositions. In conclusion, this paper posits a set of research directions designed to enable scholars to further advance the integration of product innovation and CRM from both problem-driven theory development as well as theory-driven practice management perspectives.

The value of this paper accumulates the state of prior wisdom on CRM success, a notion with increasing use by corporations in recent years. Furthermore, this paper appears to be the first of its kind to examine, from the theorist perspective, the dynamics implied by synthesizing these, so far, distinct concepts. Additionally, the research adds appreciable value to academic knowledge on the fundamental discussion of the bidirectional relationship between CSR and innovation, also contributing an analogous CRM success framework to the existing wisdom.

The purpose of this paper is to examine the effect of trust, privacy, service quality and customer satisfaction on the success of electronic customer relationship management (E-CRM) systems.

In this paper, a new model for determining the critical factors in the success of E-CRM systems is presented. The suggested model is verified using partial least squares with structural equation modeling. A questionnaire is designed and collected from 378 taxpayers in East Azerbaijan province of Iran.

The outcomes reveal that customer satisfaction is significantly influenced by the perceived quality of service. Customer satisfaction, in turn, is significantly impacted by the trust. Therefore, the quality of service, trust and privacy, through customer satisfaction, significantly affects the success of E-CRM systems.

The main limitation can be referred to the clients that would not cooperate well as they were avoiding to give much information about the financial issue. Also, the study was conducted only in the context of Iran and a limit sample was utilized.

The research results help service providers improve E-CRM.

This study sheds light on identifying the antecedents of trust, privacy and quality of service that affect customer satisfaction; it may contribute to the theoretical framework for customer satisfaction in the context of the E-CRM. The results of the research offer practical implications for marketing managers and practitioners who prepare strategic plans and implement tools to improve the productivity or performance of the E-CRM systems. Moreover, customer satisfaction is related to the success of E-CRM systems as a result of trust, privacy and service quality. This research offers new insights into E-CRM intentions from a taxpayer in Iran.

Nowadays, communications, products, services and costs are customized through the internet technology. The main theory to continue competitiveness in the organizations is customer relationship management (CRM). CRM enables organizations to efficiently interact with customers and gather, store and examine their data for providing a complete view of them. On the other hand, the subject of cloud computing has increasingly become the bridge for the success of the CRM implementation. Therefore, this study aims to investigate the impact of cloud computing (new cloud facility, knowledge of information technology (IT), cloud security and cost) on the success of CRM systems.

The model and the questioners-based data are analyzed using the Smart PLS 3.0. The data were gathered based on 80 employees of three main agricultural companies in Iran.

The obtained results have indicated that all of the considered factors, new cloud facilities, knowledge of IT, cloud security and cost, play an important role in CRM systems’ success. Also, the evaluation and examination of the consistency and validity of the model are performed through the structural equation model.

First, the authors have conducted a study in a single region. It cannot be guaranteed that the results can be generalized to other regions. Second, for this cross-sectional study, the research design was conducted that showed constant relationships between variables. The research done for this study is cross-sectional. Third, because of time and financial restrictions, the authors have gathered data using a sample from a single location.

Proposing a new model for investigating of the impact of cloud computing (new cloud facility, knowledge of Information Technology (IT), cloud security and cost) on the success of CRM systems is the main originality of this paper.

The purpose of this study is to introduce a unified framework, which integrates knowledge management (KM) (knowledge acquisition, diffusion and application, knowledge from a customer, knowledge about customers and knowledge for customers), customer relationship management (CRM) success (information sharing, customer involvement, long-term partnership, joint-problem solving and technology-based CRM) and innovation capabilities (ICs) (product innovation, process innovation, marketing innovation, service innovation and administrative innovation). Then empirically test the effect of KM on CRM success, the effect of CRM success on IC and the impact of KM on IC through the mediator.

Statistical techniques used included confirmatory factor analysis and structural equation modeling using AMOS to test the hypotheses.

The results show that KM influences CRM success, which, in turn, affects IC and KM impacts IC through CRM success.

The study uses data provided by only one key informant per firm, which could involve a degree of subjectivity. This study is cross-sectional, which prevents us from examining the evolution over time of the phenomenon under investigation.

If organizations fully comprehend KM and CRM, they would be able to implement them successfully, creating value for their companies and fostering IC.

The existing research on CRM and KM is primarily conceptual and descriptive in nature and empirical research confirming the real impact of KM processes when developing a CRM innovation is lacking. The relationship between ICs and CRM has not been adequately studied. Hence, this study introduces a conceptual framework, which integrates KM, CRM, ICs and empirically tests the relationships among them.

This article aims to seek to provide a performance measurement scale for customer relationship management (CRM) software. The CRM concept is wide, yet prior literature offers only specific approaches. This scale goes beyond specific scenarios, to cover the various perspectives on CRM and provide quantitative validation of the measures.

This paper describes the complete process for conceptualizing and operationalizing this reflective second-order construct, including a thorough literature review, qualitative research and a quantitative study with 208 companies that have implemented CRM software.

Three main, interconnected constructs emerge to measure CRM software performance: customer life cycle, firm performance and operational performance. Retention, loyalty and satisfaction indicators form the customer life-cycle dimension. Firm performance refers to market share, efficiency, product adaptation, and new product launch indicators. The operational dimension includes improvement in sales performance, marketing campaigns, customer service and analysis of customer information.

This scale guides every element involved in CRM software implementation, toward a common objective.

The CRM scale supports CRM software industry players and firms that intend to implement CRM software. The three model constructs provide guidelines about which improvements should be noted with a CRM implementation.

This scale help the companies who intend to implement CRM software conduct their agreement with the other parts involved (consultants, software developers and the firm).

This paper meets an identified need, namely, to provide a CRM software performance measurement scale. The huge, unique sample is exclusive and obtained from a dedicated CRM software developer.

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.

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.

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.

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.

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.

Although organizational change is inevitable with customer relationship management (CRM) implementation, very little is known about how this change affect employees, and how their actions in turn influence the success of CRM projects. The purpose of this study is to address this void in the current CRM literature.

Using an exploratory approach, 13 in‐depth interviews were conducted with bank managers and staff of three banks to provide preliminary support for the conceptual framework.

The three banks approached their CRM projects with very different results. Two banks achieved less success from their CRM implementation as a result of too little focus being placed on managing CRM‐induced change and people. Only one bank focused a large part of its CRM budget on change management and the organizational factors critical to the implementation. Results demonstrate a possible correlation between employees' commitment to the CRM initiative and the positive outcomes of a bank's performance.

This paper lays down the foundation for more thorough studies on employees' affective commitment to change in the CRM context. Empirical research will be needed to verify the conceptual model presented.

The importance of identifying and securing employees' affective commitment to CRM‐induced change to ensure the successful roll out of a CRM implementation is highlighted.

Initial evidence is gained of the importance of employee commitment to CRM induced change for successful CRM implementation. A total of six organizational drivers are identified which assist in gaining employee commitment to CRM induced change.