A conceptual model for acceptance of social CRM systems based on a scoping study

Askool, Sanaa; Nakata, Keiichi

doi:10.1007/s00146-010-0311-5

Cited by 74 publications

(41 citation statements)

References 46 publications

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“…The organizational adoption and use of social CRM has been examined by several authors, taking into consideration adoption antecedents both within and outside the business unit (e.g. Askool & Nakata, 2011;Harrigan & Miles, 2014;Mousavi & Demirkan, 2013;Sigala, 2011). The antecedents of social CRM use can be classified either as technological, organizational or environmental.…”

Section: Antecedents Of Social Crm Usementioning

confidence: 99%

Exploratory study of Social CRM use in SMEs

Marolt¹,

Zimmermann²,

Pucihar

2018

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Social customer relationship management (social CRM) can enhance the performance of the enterprise through effective communication with customers and management of customer information. Whilst several studies have examined social CRM use from the perspective of large enterprises, relatively few have examined its use by micro, small and medium-sized enterprises (SMEs) which due to unique characteristics differ from large enterprises. The main objective of this paper is to provide a practical perspective on social CRM use in SMEs. This study applies a qualitative research approach by conducting six semi-structured interviews. To determine the antecedents of the intensity of social CRM, the dimensions of the intensity of social CRM use, as well as its impact on performance outcomes, a content analysis has been utilized. The findings reveal that social CRM use is complex; therefore, we propose a two-dimensional conceptualization of the intensity of social CRM use. Furthermore, this study identifies antecedents, which appears to influence the intensity of social CRM use, including relative advantages, compatibility, top management support, organizational culture, technology readiness and external pressure. This study also implies that more intensive use of social CRM appears to improve performance outcomes. Considering the findings, the recommendations for future research are provided.

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Section: Antecedents Of Social Crm Usementioning

confidence: 99%

Exploratory study of Social CRM use in SMEs

Marolt¹,

Zimmermann²,

Pucihar

2018

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“…In addition, a few studies have analyzed SCRM adoption by using technological capabilities [27], TOE theory, and AHP [45]. TAM model or the diffusion of innovation framework was also applied in some studies [2,46]. This study aims to evaluate SCRM adoption based on the network externality theoretical framework, because it has been demonstrated to have substantial adoption impacts on related technologies, such as social media and CRM [38-40, 47, 48].…”

Section: Technology Adoptionmentioning

confidence: 99%

“…network members interact [2,3]. Thus, social CRM (SCRM) is the use of social media platforms and tools to manage customer relationships.…”

mentioning

confidence: 99%

The effect of externalities on adoption of social customer relationship management (SCRM)

Davis

Cao

et al. 2017

Int J Qual Innov

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The rise of social media technology has led to new customer relationship management tools that engage customers more easily and directly (social customer relationship management, SCRM). However, the usefulness of SCRM is contingent upon a successful adoption by an organization. Various technology adoption theoretical frameworks have been proposed for social media technologies generally, and for SCRM specifically. This paper extends the literature by exploring network externalities as a potential driver of SCRM adoption in organizations by surveying 363 supply chain professionals regarding their behaviors and uses of SCRM. The results suggest that network externalities have a substantial effect on adoption of SCRM in business organizations and that a perception of higher network externalities has a positive effect on adoption. This implies that organizations should select SCRM systems with better network externalities and also that they should educate their workforce about those strong network externalities leading up to the adoption.

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“…For example, Askool and Nakata [8] highlight that a strategy must be developed to govern social CRM initiatives. The management's task is to provide for a supportive company culture and implement organisational changes [9].…”

Section: Introductionmentioning

confidence: 99%

Social Customer Relationship Management: An Architectural Exploration of the Components

Rosenberger

2015

Open and Big Data Management and Innovation

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Abstract. In the recent years, social media have rapidly gained an increasing popularity. Companies have recognised this development and anticipate advantages from using social media for commercial purposes. Social customer relationship management (CRM) professionalises the use of social media and aims at integrating customers into operational procedures. This induces changes of existing structures, e.g. culture and organisation, business processes, information systems (IS), data structures, and technology. The intended transformation from CRM to social CRM is a complex task, because different aspects are affected, which also are mutually dependent. A prerequisite for the successful implementation of social CRM is understanding these aspects and its dependencies. Separation of concerns is a useful means of addressing complexity. The conglomeration of different issues is dissolved by conceptualising components and its relationships. This paper separates the concerns of social CRM using architectural perspectives and aims at building a better understanding. The research method is a literature review in which artefacts are gathered and assigned to five layers, which are business, process, integration, software, and technology. The conclusion states that social CRM is an emergent research field and comprises a call for more artefacts that concretise abstracted components of the business-layer.

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A conceptual model for acceptance of social CRM systems based on a scoping study

Cited by 74 publications

References 46 publications

Exploratory study of Social CRM use in SMEs

Exploratory study of Social CRM use in SMEs

The effect of externalities on adoption of social customer relationship management (SCRM)

Social Customer Relationship Management: An Architectural Exploration of the Components

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