The role of human, organization and technology in building competitive advantage with CRM: The case of Iranian internet service industry

A process-oriented perspective on customer relationship management and organizational performance: An empirical investigation

“…For creating business value from CRM efforts, firms should consider the valued CRM resources and absorb and effectively deploy them to create CRM process capabilities which are inimitable and not substitutable by other firms. In fact, it is apparent that there exists a chain from CRM resources to CRM process capabilities, and a successful CRM program depends on maneuvering through this chain properly (Keramati, Mehrabi, & Mousakhani, 2008). Roh et al (2005) suggest that examining the impact of CRM on performance in a causal path can have more meaningful implications for CRM planning and implementation.…”

The critical success factors for customer relationship management implementation: a systematic literature review

“…Companies ought to have the agility to modify their organisational structure according to the determined CRM strategy (Alt and Puschmann, 2004;Garcia et al, 2012;Garrido-Moreno and Lockett, 2012;Kim and Kim, 2007;Mao-qin et al, 2011;Ocker and Mudambi, 2003;Pan et al, 2007;Roberts et al, 2005;Yim et al, 2004). The focus on customers should be balanced with the reflected organisational structure, such as: the availability of customer relations units, call centre capacity, etc., (Arab et al, 2010;Keramati et al, 2008;Peelen et al, 2006;Rahimi and Berman, 2009;).…”

“…The focus is on the company's readiness in providing and implementing CRM technology, including the process of selecting technology, which fits with the company's business, infrastructure preparation, facilities, technology adaptation towards company's business process, etc. (Almotairi, 2009;Askool and Nakata, 2010;Boon et al, 2005;Chang et al, 2005;Chen and Ching, 2004;Coltman et al, 2011;Croteau and Li, 2003;Garcia et al, 2012;Garrido-Moreno and Lockett, 2012;Garrido-Moreno et al, 2014;Garrido-Moreno and Padilla-Melendez, 2011;Greve and Albers, 2006;Javadi and Azmoon, 2011;Keramati et al, 2008;Kim and Kim, 2007;King and Burgess, 2008;Lo et al, 2010;Love et al, 2009;Malhotra and Ho, 2010;Mao-qin et al, 2011;Mendoza et al, 2007;Monem et al, 2011;Mousavi and Demirkan, 2013;Ou and Banarjee, 2009;Peelen et al, 2006;Rahimi and Berman, 2009;Roh et al, 2005;Salomann et al, 2005;Siriprasoetsin et al, 2011;Wilson et al, 2002;Yim et al, 2004).…”

Bankacılık Sektöründe Müşteri Bağlılığını Etkileyen Faktörler Üzerine Bir İnceleme: Arnavutluk Örneği

“…According to Winer (2001), to reach this purpose, new and different tools and mindset are required. Giving importance to human and organizational resources as much as technological capabilities is necessary to manage good relationships with the customers (Keramati 2008). Surviving in today's competitive environments require a heart to understand the customers; a brain to analyze; and hands to deliver the products to them (Ghahfarokhi and Zakaria 2009).…”