How do competitive environments moderate CRM value?

Liu, Alfred Zhu; Liu, Hongju; Xu, Sean Xin

doi:10.1016/j.dss.2012.11.003

Cited by 22 publications

(23 citation statements)

References 65 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…An ERP system generally embodies firm's business logic, in which the routines, rules, and procedures such as procurement, fulfilment, and approvals are made over electronic transactions that are expanded and enhanced when technically tied with other systems (Hsu, 2013b, Gattiker andGoodhue, 2005). CRM functions must generally adapt to the business logic, and therefore a successful integration between ERP and CRM systems is considered to be valuable, heterogeneously distributed, difficult to be imitated, and difficult to be substituted, which is in accordance with RBV rationales (Gattiker and Goodhue, 2005, Goodhue et al, 2002, Liu et al, 2013. In this line we postulate the following:…”

Section: Hypotheses For Direct Relationshipsmentioning

confidence: 96%

“…Several earlier studies consider that moderating relationships best explain the IT integration value (Liu et al, 2013, Melville et al, 2004, Boulding et al, 2005. In addition to incorporating whether ERP and CRM are integrated into the entire value chain (as proxy) we also consider that there are two moderators that will reinforce the positive relationship between ERP and CRM systems and the business value of the firm's information system: system integration and process integration.…”

Section: Hypotheses For Moderator Relationshipsmentioning

confidence: 99%

See 1 more Smart Citation

Enterprise resource planning and customer relationship management value

Ruivo

Oliveira

Mestre

2017

IMDS

View full text Add to dashboard Cite

Purpose-This paper develops and tests a theoretical model to measure the impact of Enterprise Resource Planning (ERP) and Customer Relationship Management (CRM) systems and moderating relationships of system and process integration on business value. Design/methodology/approach-ERP and CRM systems are analysed with the Resource-Based View (RBV) theory and measured by their impact on business value, having in consideration the moderation of system and process integration. The model was tested and analysed with data collected by Microsoft, from firms that have adopted both ERP and CRM systems in their organization. Findings-ERP system is found to be an important asset to business value, but CRM systems' impact on business value is found to be not significant. System integration as moderator of ERP or CRM system is found to be not significant but has a positive and significant impact on business value. For process integration, the study finds that it is significant only when moderating the CRM system variable. Research limitations/implications-Our model shows that the moderating effects of system and process integration are important variables for understanding the joint business value of ERP and CRM. Practical implications-Adopting an ERP system and ensuring System integration provides a direct impact on business value. In order for a CRM system to have a positive impact on business value, Process integration with ERP system must be ensured. Originality/value-This study provides new knowledge on how ERP and CRM systems used together may positively influence value from IT investments, and how systems integration and process integration provide business value.

show abstract

Section: Hypotheses For Direct Relationshipsmentioning

confidence: 96%

Section: Hypotheses For Moderator Relationshipsmentioning

confidence: 99%

Enterprise resource planning and customer relationship management value

Ruivo

Oliveira

Mestre

2017

IMDS

View full text Add to dashboard Cite

show abstract

“…Erbes, Motahari-Nezhad, and Graupner [2012] discussed the necessity of cloud services for the future of Enterprise IT, with ERP and CRM systems shifting to the public cloud. Liu, Liu, and Xu [2012] analysed the value added by CRM using Tobins Q based on the number of modules implemented, ERP system integration and market environments. Madaan, Kumar, and Chan [2012] analysed how to improve the performance of Reverse Enterprise Systems (RES).…”

Section: Evolution Emerging Technologiesmentioning

confidence: 99%

“…We observed a broad range of solutions introduced in publications classified under this phase of the ERP systems lifecycle. Some articles performed comparisons of companies which use differing forms of Supply Chain Management (SCM) integration [Downing, 2010], whilst other publications have examined the value of integrating Customer Relationship Management (CRM) systems [Liu et al, 2012], yet further research could be performed on the sensing and responding capabilities of client organisations [Attapattu, 2013]. However, a key IT solution that has received virtually no attention in the specific context of ERP evolution and integration is Business Intelligence (BI) systems.…”

Section: Research Areas: Emerging Technologiesmentioning

confidence: 99%

Sustaining the Momentum: Archival Analysis of Enterprise Resource Planning Systems (2006–2012)

Eden

Sedera

Tan

2014

CAIS

View full text Add to dashboard Cite

The domain of Enterprise Resource Planning (ERP) systems is an enduring paradigm for Information Systems (IS) researchers. The Enterprise System paradigm provides a rich environment to test fundamental concepts like system adoption, system use and system success, while acknowledging changes derived through longer system lifecycles and multiple user cohorts. On the other hand, ERP systems are in the centre of new contemporary radical changes in technologies on cloud computing, mobile platforms and big data. Moreover, ERP Systems provide the context for cross disciplinary research such as change management, knowledge management, project management and business process management research. This article provides a critique of 219 papers published on ERP Systems from 2006-2012, making observations of ERP research and make recommendations for future research directions.

show abstract

“…Sangle and Awasthi (2011) investigated consumer's expectations from mobile CRM services. Liu et al (2012) quantified the value of Internet-based CRM applications and tried to identify the mechanisms underlying CRM value creation. They reported that the integration contributes more value in markets featuring higher product differentiation or lower entry costs.…”

Section: Introductionmentioning

confidence: 99%

How customer relationship management influences making better decisions

Manesh¹,

Hozouri²

2013

10.5267/j.msl

View full text Add to dashboard Cite

Customers are the primary sources of making appropriate decisions and their feedbacks normally help us improve the quality of systems. In this paper, we present an empirical study to detect important factors influencing managers of banking industry make better decisions. The proposed study designs a questionnaire in Likert scale consists of 32 questions, distributes it among some bank managers. Cronbach alpha is calculated as 0.805. In addition, Kaiser-Meyer-Olkin Measure of Sampling Adequacy and Approx. Chi-Square are 0.701 and 1675, respectively. Based on the results of our survey, we have derived nine factors including customers' welfare strategy, systems integration, organizational culture assessment, corporate strategies, organizational development, intelligence data strategies, supporting strategies, resource planning as well as research and development.

show abstract

How do competitive environments moderate CRM value?

Cited by 22 publications

References 65 publications

Enterprise resource planning and customer relationship management value

Enterprise resource planning and customer relationship management value

Sustaining the Momentum: Archival Analysis of Enterprise Resource Planning Systems (2006–2012)

How customer relationship management influences making better decisions

Contact Info

Product

Resources

About