Organizational characteristics and the CRM adoption process

Ko, Eunju; Kim, Sook Hyun; Kim, Myung-Soo; Woo, Ji Young

doi:10.1016/j.jbusres.2006.05.011

Cited by 154 publications

(146 citation statements)

References 31 publications

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“…Assuming that CRM involves introducing relatively comprehensive and complicated business processes and activities, it is widely Baltic Journal of Management 2015 (10) 4 pp. 398-412 4 regarded as a new business strategy enabled by IT for improving the competitiveness of companies (Ko et al, 2008).…”

Section: Crm As An It-related Innovationmentioning

confidence: 99%

Exploring the role of knowledge management practices in fostering customer relationship management as a catalyst of marketing innovation

Lockett

Morales

2015

Baltic Journal of Management

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Purpose – The purpose of this paper is to propose a research model exploring the link between knowledge management processes and customer relationship management (CRM) performance. It seeks to answer two research questions: What are the effective drivers of knowledge management processes in the context of a CRM initiative? Do these processes make a real impact on CRM performance? Design/methodology/approach – The paper is based on data obtained from a sample of 93 service companies located in Spain. The authors conducted a structural equation modeling analysis using PLS to test the proposed hypotheses. Findings – It was observed that both technological and organizational readiness were effective drivers of knowledge management. However, it was contrasted also that the usage of social media tools was not significantly related to knowledge management. Results show a real impact of knowledge management processes on CRM performance, so companies can understand how to implement successfully those initiatives. Research limitations/implications – The main limitations of the study are that it was based on cross-sectional data and that variables were measured based on the perceptions of general managers. Practical implications – Service companies need to invest in technological infrastructures, and create an appropriate organizational climate (top management support, employees commitment) in order to promote effective knowledge management processes, that will enable CRM success, paving the way for the development of marketing innovations. Originality/value – This is the first empirical work that examines in confirmatory way what are the main drivers of knowledge management processes, including in the analysis the impact of both organizational and technological readiness, and considering also the usage of social media tools, in the context of a CRM initiative.

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Section: Crm As An It-related Innovationmentioning

confidence: 99%

Exploring the role of knowledge management practices in fostering customer relationship management as a catalyst of marketing innovation

Lockett

Morales

2015

Baltic Journal of Management

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“…Empirically, Ko et al fi nd that larger Korean fashion fi rms are more likely to have adopted CRM strategies and to have implemented CRM technologies than smaller ones. 30 Similarly, Starkey and Woodcock fi nd a positive association between organizational size and CRM software adoption. 17 On the other hand, Ang and Buttle fi nd that larger Australian organizations are no more likely than smaller ones to adopt CRM software, and cite falling software prices as a possible explanatory account of this surprising fi nding.…”

Section: Influences On Crm Technology Adoption Use and Benefitsmentioning

confidence: 96%

“…Empirically, Ko et al fi nd that information systems maturity positively impacts perceived CRM implementation benefi ts for Korean fashion fi rms. 30 Accordingly, it is expected that the perceived benefi ts of CRM technology in an organization will be positively related to the time elapsed since its adoption.…”

Section: Influences On Crm Technology Adoption Use and Benefitsmentioning

confidence: 99%

CRM technology use and implementation benefits in an emerging market

Abdul‐Muhmin

2012

J Database Mark Cust Strategy Manag

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Against a backdrop of growing popularity of Customer Relationship Management (CRM ) systems globally, this study empirically examines CRM awareness, perceptions and extent of CRM technology adoption among organizations in an emerging market -Saudi Arabia. It also examines the specifi c uses of analytical CRM and the perceived benefi ts of CRM technology among adopting organizations. Data for the empirical analysis come from 118 responses provided by key informants to a structured self-administered survey. The empirical results show a reasonably high level of CRM awareness and a relatively high CRM technology adoption rate, particularly among large organizations. Contrary to expectations, however, service organizations are no more likely to adopt CRM technologies than their non-service counterparts. The results also show that adopting organizations mainly use the customer analytics capabilities of CRM technologies to obtain insights about current customers and for customer value assessment and information tracking. Analytics relating to potential and past customers and to customer cost determination are relatively less prevalent. Finally, CRM technology-adopting organizations report the greatest implementation benefi ts in improved customer insight and employee productivity. With a few exceptions, the fi ndings endure irrespective of organization size, industry sector and CRM technology duration in the organization. Implications of the results are outlined and discussed.

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“…In the field of IT, Thong and Yap [36] used OCs such as organization size, competitiveness of the environment, and information density to investigate the adoption of IT in SMEs. In recent years, the fields of Customer Relationship Management (CRM) adoption [22], Knowledge Management [39], and Sourcing [28] have shown the use of OCs to cluster and segment. In the field of IS, the necessity of taking into account OCs has proven to be significant [6] and academics have identified numerous factors in a wide variety of domains, such as financial [8,23], the complexity, and scale of the IT environment [15,29,38], and to what extent businesses deal with privacy related information [14,38].…”

Section: Introductionmentioning

confidence: 99%

Organizational Characteristics Influencing SME Information Security Maturity

Mijnhardt

Baars

Spruit

2016

Journal of Computer Information Systems

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In the current business environment, many organizations use popular standards such as the ISO 27000x series, COBIT, and related frameworks to protect themselves against security incidents. However, these standards and frameworks are overly complicated for small to medium-sized enterprises, leaving these organizations with no easy to understand toolkit to address their security needs. This research builds upon the recent Information Security Focus Area Maturity (ISFAM) model for SME information security as a cornerstone in the development of an assessment tool for tailormade, fast, and easy-to-use information security advice for SMEs. By performing an extensive literature review and evaluating the results with security experts, we propose the Characterizing Organizations' Information Security for SMEs (CHOISS) model to relate measurable organizational characteristics in four categories through 47 parameters to help SMEs distinguish and prioritize which risks to mitigate.

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Organizational characteristics and the CRM adoption process

Cited by 154 publications

References 31 publications

Exploring the role of knowledge management practices in fostering customer relationship management as a catalyst of marketing innovation

Exploring the role of knowledge management practices in fostering customer relationship management as a catalyst of marketing innovation

CRM technology use and implementation benefits in an emerging market

Organizational Characteristics Influencing SME Information Security Maturity

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