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This study aims to create and deploy new configurations of resources via understanding issues concerning generative knowledge integration (KI) to create a customer‐centric relationship management system.

A qualitative case study of a public‐listed housing developer was conducted to analyze its main issues and conceptualize the underlying generative knowledge integration process.

Issues concerning generating KI were identified from the case study. The conceptualization of generative KI encompasses three main generative KI mechanisms, knowledge conceptualization, knowledge convergence, and knowledge assimilation, that are connected by three generative KI processes: accessing and exchanging knowledge, articulating and exchanging knowledge, and combining and exchanging knowledge.

The importance of understanding the concept of generative knowledge integration for practitioners is emphasized, and suggestions are given to promote the deployment of knowledge integration generation throughout system development.

The research conducted is unique in that a new model of generative knowledge integration is proposed, contributing to the knowledge integration literature in terms of the uncovering the three new generative KI mechanisms and processes.

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 purpose of this study is to investigate the effects of customer relationship management (CRM) practices on customer satisfaction and firm performance in business‐to‐business (B2B) markets.

A model is developed and empirically tested through survey data obtained from 113 Turkish B2B companies.

The results indicate that CRM adoption has a significant positive effect on both customer satisfaction and organizational performance in B2B settings. CRM adoption is also found to affect organizational marketing performance significantly, but not financial performance. Additionally, the results reveal that enhanced customer satisfaction leads to better organizational performance in the B2B organization. Environmental dynamism and competition was found to have a negative moderating effect on the relationship between customer satisfaction and organizational performance.

The paper contributes to existing literature by incorporating customer‐facing CRM processes as a construct in the proposed model. The conclusions drawn have implications for both CRM and B2B research literature.

This paper aims to improve customer knowledge management practices in industrial firms by examining the role of knowledge integration mechanisms (KIMs) and customer-oriented reward systems in non-marketing managers’ use of customer information.

Cross-sectional survey data were collected from 221 R & D and manufacturing managers from large, Finnish industrial companies. Ordinary least squares regression with bootstrap procedures was used to test the hypotheses.

The use of KIMs mediates the positive effect of customer-oriented reward systems on non-marketing managers’ use of customer information. However, non-marketing managers’ previous work experience in sales and marketing negatively moderates the effect of customer-oriented reward systems on the use of customer information. The use of knowledge integration systems mediates this moderation effect.

This paper provides empirical evidence concerning the antecedents of successful customer knowledge transfer from sales and marketing to R & D and manufacturing. The findings imply that non-marketing managers with T-shaped skills (previous work experience also in sales and marketing) are unlikely to increase their use of KIMs if they are exposed to customer-oriented reward systems. Hence, broadening employees’ knowledge base substitutes for using customer-oriented reward systems as a tool for improving customer information use.

Building on the research on customer knowledge management, marketing’s cross-functional relationships and the motivation for knowledge transfer, this paper increases our understanding of how to develop organizational support for customer knowledge transfer. The authors consider both the impact of reward systems and their interaction with employees’ knowledge and skills.

This study aims to examine the direct and moderating effects of generative learning on customer performance.

The authors test the relationships between customer relationship management (CRM) capabilities, generative learning, customer performance, and financial performance with a cross industry survey of CEOs and senior marketing executives from 199 firms. Partial least squares are used to estimate the parameters of the resulting model.

The results reveal that generative learning affects customer performance directly. Moreover, the interaction of CRM capabilities and generative learning contributes to customer performance. This finding suggests that firms need a well-developed generative learning orientation to fully benefit from translating new insights resulting from CRM capabilities into establishing, maintaining, and enhancing long-term associations with customers, and vice versa.

The main limitations are those that typically apply to cross-sectional surveys. Although several steps were taken to reduce the concern of key informant bias and common method variance, dependent and independent variables were collected from the same source at a single moment in time.

Ceteris paribus, an increase of generative learning orientation by one unit (seven-point scale) can command an increase of up to 7 percent of the average customer performance due to its direct and interaction effect. Because even small changes in customer performance have a strong impact on financial performance, this finding indicates a remarkable and substantial result for managers.

Though previous research provides evidence of the adaptive learning consequences of CRM, a review of the literature reveals a lack of studies that analyze the importance of generative learning orientation for successful CRM.

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.

Customer relationship management (CRM) is considered a means to create competitive advantage for a company, as well as influence organizational performance. Much research has explored CRM users' point of view vis‐à‐vis successful CRM implementation, yet little concern has been shown regarding customers' viewpoints toward these same actions. This is surprising given that one of the beneficiaries of CRM is the customer. This paper aims to report the results of a study that explored the gap between actual bank CRM actions and customers' expectations of those actions in relation to CRM customers' intention to remain in the relationship.

This study explores the gap between actual bank CRM implementation and customers' expectations of those actions in relation to customer retention using a survey method. A research model is presented to illustrate the theoretical relationships of the research.

The findings indicate that an incompatibility exists between the interval of actual CRM implementation activities and customers' expectations of the interval and that this incompatibility has an adverse effect on customers' willingness to remain in the relationship. Additionally, customers and CRM personnel hold different perceptions regarding the frequency with which CRM implementation activities should be executed.

Implementing CRM service efforts should be compatible with customers' expectations. Therefore, companies should pay keen attention when selecting the optimal frequency of CRM implementation so that it meets customers' expectations. Also, firms may be having too frequent CRM contact with customers, thus creating inefficient use of CRM resources.

This paper explores selected variables that may influence CRM performance vis‐à‐vis its implementation. The research provides the unique perspective of the customer as a major factor to consider for successful CRM implementation.

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.

The authors collect a sample from 227 companies using a survey and test the model using structural equation modelling.

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.

SCRM does not directly lead to performance but facilitates CRM capabilities and engagement that allow businesses to enhance performance.

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.

This paper aims to debate the technology-driven transformation of customer relationship management (CRM) into social CRM, which entails a shift from a transactional and automational solution to a customer experience management philosophy, reflecting high levels of customer empowerment.

A literature review provides a critical analysis of the concept, tenets, aims and implementation approaches of social CRM. Arguments are summarised by developing a process-based framework for implementing social CRM.

By adopting a value co-creation approach that recognises the technology-fostered customer empowerment, the social CRM highlights the need to immigrate from relationship management to relationship stewardship. In this vein, social CRM implementation should support and foster dialogue facilitation and customer engagement in co-creating customer experiences. To achieve these, five approaches for implementing social CRM are proposed: collecting, analysing and interpreting customer insight; monitoring and improving the performance of CRM; developing holistic and seamless personalised customer experiences; gamifying CRM and loyalty programmes; and nurturing community relationship management.

The five approaches to social CRM implementation are identified and validated based on current industry practices, theoretical arguments and anecdotal evidence of professionals’ perceptions about their outcomes. Future research is required to collect hard evidence showing the business and customer impacts of these approaches.

Social CRM immigrates relationship management from a transactional to a customer experience mindset that treats customers as co-creators of value and demands the tourism and hospitality firms to exploit the affordances of information and communication technologies to collect and analyse customer data for better understanding the customer; develop customer touch points that do not only aim to sell but also primarily aim to enhance the customer interactions and experiences; consider and treat the customers and the customer communities as co-creators, brand ambassadors and stewards of relations; and motivate and enable customer participation into value co-creation processes for developing customer experiences and building relationships.

Research in social CRM is emerging, but it mainly focusses on defining its scope and identifying the functionality and adoption of social CRM technology. The paper contributes to the literature by proposing five specific approaches and a process framework for implementing social CRM. Various directions for future research are also provided.

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.

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.

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.

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

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.