The Different Perspective of Managerial and Operational Level toward Customer Relationship Management Practice in Thailand

Limsarun, Tanakorn; Anurit, Pacapol; Chansa-ngavej, Chuvej; Bunchapattanasakda, Chanchai

doi:10.5296/jmr.v3i1.486

Cited by 2 publications

(1 citation statement)

References 29 publications

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“…In addition, the needs of customer relations (LIMSARUN & ANURIT, 2011), of meeting legal requirements, regulations, historical trajectory, and so on, have led to the adoption of references that legitimize -even if only partly -organizations' management capability in the business environment (WILKINSON & DALE, 1999). In this respect, some authors argue that organizations should seek fit among the business environment, their strategies, and the main components of management: people, architecture, routines and culture (ROBERTS, 2005), as a way of achieving better performance or even surviving on the market (ASLAM & SARWAR, 2010).…”

Section: Introductionmentioning

confidence: 99%

Developing an Organizational Reference Model by Selecting and Integrating Multiple References

Spiegel

Caulliraux

2011

jmr

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In view of the growing supply of reference models in various domains and in different formats, and the potential benefits to organizations using them, this article proposes to (1) present the theoretical background to the subject, and (2) situate and discuss issues associated with integrating such references. Adopting multiple reference models poses practical problems for organizations as regards where to look for the models, which to adopt, and once selected, how to ensure the references are consistent with each other and suited to the organization's particular features. As a possible avenue to solutions, this text describes the conception of an organization-specific reference model. The model proposed can be constructed by way of an articulated solution based on one or more reference models, which were selected thematically, subjected to adjustments for coherence and interrelationship, matched against the organizational culture, and explicitly formulated.

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Section: Introductionmentioning

confidence: 99%

Developing an Organizational Reference Model by Selecting and Integrating Multiple References

Spiegel

Caulliraux

2011

jmr

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Structuring the Service Encounter

Batista

Cunha²,

Rego

2012

Service Science Research, Strategy and Innovation

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This chapter presents an analysis of the influence of three forms of structuring the service encounter (standardization, spontaneity, minimal structure) on the perception of service quality and job satisfaction. The authors performed two studies (experimental and correlational). The results point to the existence of higher levels of job satisfaction and service quality under the use of minimal structures. There is an element of originality in this study since it empirically explores the application of minimal structures to the service encounter and the findings help practitioners to make more informed choices about the structures they adopt for the management of service encounters.

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The Different Perspective of Managerial and Operational Level toward Customer Relationship Management Practice in Thailand

Cited by 2 publications

References 29 publications

Developing an Organizational Reference Model by Selecting and Integrating Multiple References

Developing an Organizational Reference Model by Selecting and Integrating Multiple References

Structuring the Service Encounter

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