While the development of CRM started in the developed west, it has rapidly spread to developing countries. However, the way organisations adopt CRM in developing countries, and more specifically in the Arab world might be different and the context certainly differs. There is a shortage of rigorous studies that examine drivers of CRM adoption in this context. In this study we examine the antecedents of CRM adoption in the Jordanian service sector. The conceptual framework of this research is tested using a crosssectional survey of more than 322 practitioners. Using structural equation modelling analysis, results specify six underlying factors that explain CRM adoption: segmentation analysis, clear direction and objectives, performance measurement, rewarding usage, managing project changes, and knowledge management. Each area has implications for improving practices and maximising the benefits of adopting the process or management practice of CRM. This paper identifies key practices to provide useful guidelines for organisations in the Arab world making plans to adopt CRM, with broader implications for the adoption of many systems and projects there and for CRM deployment in developed regions. Adoption process; CRM; innovation diffusion theory; knowledge management; employee perception; marketing operations Relationship Management Software, Worldwide, 2015"). This proves that CRM is a global concept (Ramaseshan et al., 2006). Nevertheless, most studies of CRM have either focused on Asia/Pacific markets (e.g. Lin et al. 2010; Wang and Feng 2012) or developed markets, such as North America (e.g. Krasnikov et al. 2009; Reimann et al. 2010) and Europe (e.g. Payne and Frow 2005; Rahimi et al. 2017). Findings from these studies are not easily comparable or applicable to companies in the Arab world, as different countries and regions represent varying practices and challenges to CRM (Ramaseshan et al. 2006). Hence, more research is needed to study the usage and implementation of CRM in developing markets, which are becoming increasingly important in their own right (Kumar et al. 2011). This study aims to determine the drivers or antecedents of CRM adoption in Jordan, an Arab developing country and to expand the understanding of CRM adoption and implementation per se.For many organisations, CRM has yet to deliver on its promises (Kim et al. 2012). The high failure rate of CRM projects suggests that researchers ought to provide business practitioners with better tools, which are useful for managing these projects (Forrester, "Map the way to your CRM business outcomes"). Industry studies have consistently emphasised that a lack of commitment to the core principles of CRM may explain why many organisations are disappointed by CRM implementation (Forrester, "Map the way to your CRM business outcomes"; Zahay et al. 2014). While there is a substantial body of literature concerning CRM and its adoption, research around this phenomenon is widely scattered and fragmented across different disciplines and perspectives (Gebert et al. ...

In search of better, traditional learning universities have expanded their ways to deliver knowledge and integrate cost effective e-learning systems. Universities' use of information and communication technologies has grown tremendously over the last decade. To ensure efficient use of the e-learning system, the Arab Open University (AOU) in Bahrain was the first to use e-learning system there, aimed to evaluate the good and bad practices, detect errors and determine areas for further improvements in usage. This study critically evaluated the students' perception of the elearning system in Bahrain and recommended changes to improve students' e-learning usage. Results of the study indicated that, in general, students have favourable perceptions toward using the e-learning system. This study has shown that technology acceptance is the most variable, factor that contributes to students' perception and satisfaction of the e-learning system.

Most CRM work focuses on consumer applications. This paper addresses the operational adoption issues facing the organisation deploying CRM practices. There are a plethora of challenges facing organisations when adopting CRM. Previous research is limited to either examining the CRM adoption process at an individual/employees level or an organisational level. Hence, in this paper the myriad of organisational, marketing and technical antecedents that seem to impinge upon employee perceptions and organisational implementation of CRM are structured in a two-stage model. Using a stratified sample of ten organisations across four sectors, seven hypotheses are tested on data collected from 301 practitioners. A two-stage model is analysed using structural equation modelling. Findings reveal that CRM implementation relates to employee perceptions of CRM. This paper deepens our understanding of organisational practices to adopt CRM, so as an organisation properly profits from the expected benefits of CRM.

This research identifies the effective components that influence the evolution of the concepts of customer relationship management (CRM) research strategies and to present the academic literature review and classifications of CRM. It provides an overview of CRM research and identifies the gaps in the previous CRM literature review. To achieve this, our research is based on the period from 2006 to 2010. Data is collected from 618 research papers on CRM for the 2006-2010 period as sourced from top online databases. The data are then analysed by capturing the keywords of articles to determine the different perspectives to the study of CRM. The components of CRM are then classified. The emerging schema is then used to review the literature. The results show the current state of the art in that period (2006-2010) for CRM research, the comprehension of CRM components, their categories and techniques.

No abstract