A systematic review of the dark side of CRM: the need for a new research agenda

Nguyen, Bang; Jaber, Faten; Simkin, Lyndon

doi:10.1080/0965254x.2019.1642939

Cited by 21 publications

(6 citation statements)

References 92 publications

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“…In the discussion, it is appropriate to mention the findings published [21] or [22], where the authors state that building and maintaining a good relationship with customers is essential for the long-term survival of the company, but should be preceded by Business Process Reengineering (BPR). At the end of the discussion, it is necessary to mention a study [23], which could clarify the declining tendencies in the deployment of CRM from a different perspective. It identifies potential risks of CRM deployment, especially the fact that technology provides companies not only with the opportunity to communicate better with customers, but also theft of customers or employees, illegal monetization (selling information to third parties), etc.…”

Section: Resultsmentioning

confidence: 99%

CRM as a tool to maintain the competitiveness of enterprises in the global digital economy

Botlík

Janakova

2021

SHS Web of Conf.

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Research background: Globalization is characterized by the interconnection of national economies, which may be more vulnerable in this way. Economic and social shocks caused by the global nature of the socio-economic environment have now shown, especially in connection with covid19, the need for a deeper focus of companies on customers. Purpose of the article: The need for communication, the search for new market opportunities, and the resumption of production in the post-crisis period could be significantly affected by the use of digital technologies aimed at clients and customers. The ongoing research “Application of systems for customer relationship management in the environment of small and medium-sized enterprises” has shown that customer orientation can be significantly supported and streamlined by using Customer relationship management (CRM) systems. The paper compares the use of CRM in EU countries and identifies critical points. Methods: Using methods of system analysis, especially mathematical prediction, statistical methods, and multicriteria analysis, the use of CRM in EU countries is compared in relation to selected factors of the digital economy. Findings & Value added: Years with major declines and disproportions have been identified. The declines in developed economies (Germany, France, Austria etc.) in 2019 are specific, related mainly to the use of new forms of customer service. It turns out that although companies are streamlining their marketing efforts through CRM and focusing on maximizing potential through customers, CRM is only an integral part of ICT and can be replaced in the global environment by other tools of the digital economy.

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Section: Resultsmentioning

confidence: 99%

CRM as a tool to maintain the competitiveness of enterprises in the global digital economy

Botlík

Janakova

2021

SHS Web of Conf.

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“…The objective of CRM is the personalised handling of customers (Li et al 2006 ) by identifying and understanding their heterogeneous needs, interests, and preferences to develop customer loyalty using information systems (Khan et al 2022 ). Although the objective of CRM has remained somewhat consistent over the past three decades, the way CRM has been implemented in organisations has been radically transformed on account of the advancement in internet and computing technologies (Nguyen et al 2020 ; Herman et al 2021 ). This transformation in CRM implementation is warranted by the significant growth in sales volume across all industries and the evolution of distribution channels brought about by digitalisation (Mahdavi et al 2011 ).…”

Section: Introductionmentioning

confidence: 99%

Evolution of customer relationship management to data mining-based customer relationship management: a scientometric analysis

2022

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Scores of researchers have paid attention to empirical and conceptual dimensions of Customer relationship management (CRM). A few studies summarise the research output of CRM focusing on a specific industry. Nevertheless, there is scant literature summarising the research output of CRM in contrast to the data mining-based CRM. This study presents a scientometric analysis that evaluates CRM research output with a special focus on data mining-based CRM. Bibliometric data were extracted for the period 2000–2020 from the Web of Science database to apply descriptive analysis and scientometric analysis to obtain the bibliometric profile of CRM research. Further, we generated the conceptual structure map using multiple correspondence analysis and clustering for CRM and data mining-based CRM research fields. Interestingly, the analysis revealed that the future trendfi of CRM research would be based on techniques associated with machine learning and artificial intelligence. The study provides extensive insight into the basic structure of the CRM and data mining-based CRM research domain and identifies future research areas.

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“…If the manufacturer hides the information of interest from the supplier, this lack of transparency (Nguyen et al , 2022) leads to distrust and suppliers may begin to rethink the nature of the relationship. The distrust discourages further relationship investments and may reduce the propensity to do future business.…”

Section: Introductionmentioning

confidence: 99%

Effect of social capital and transaction cost on multifaceted opportunism in manufacturer-supplier relationship

Mungra

Yadav

2022

JBIM

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Purpose A successful relationship between manufacturer and supplier is vital for the pursuit of mutual benefits, which can be affected by one of the partners’ opportunistic behavior, causing disequilibrium in the existing relationship. The extant research has mainly focused on opportunism as a single phenomenon rather than the detectable strong form and unnoticeable weak form of opportunistic behavior in an exchange relationship that affects the relational outcomes in various ways. This study aims to contribute toward explaining the effect of economic and social forces on a strong and a weak form of opportunism and, in turn, its impact on relational outcomes in manufacturer-supplier relationships. Design/methodology/approach A sample of 361 manufacturers was drawn randomly using a sampling frame from the western part of India. The authors used covariance-based structural equation modeling to support the proposed model empirically. The authors examined the effect of social capital and transaction cost dimensions on different forms of a supplier’s opportunism. Findings All three dimensions of social capital have a different impact on both the forms of a supplier’s opportunism in the relationship. The authors found that social capital moderates the relationship between transaction-specific investments on a weak form of opportunism, while social capital is more valuable in curbing opportunism due to the effect of environmental uncertainty and behavioral uncertainty. The authors found that the supplier’s weak form of opportunism than the strong form has a more amplifying effect on governance costs. Originality/value This research contributes in three different ways. First, it inquires about the direct effect of transaction cost dimensions and social capital dimensions on a supplier’s multifaceted opportunism (strong form and weak form) in the manufacturer-supplier relationship. Second, it investigates the moderating effect of social capital on the relationship between transaction cost dimensions and forms of supplier opportunism. Third, the weak form of a supplier’s opportunism affects more significantly than the strong form of opportunism on governance costs.

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A systematic review of the dark side of CRM: the need for a new research agenda

Cited by 21 publications

References 92 publications

CRM as a tool to maintain the competitiveness of enterprises in the global digital economy

CRM as a tool to maintain the competitiveness of enterprises in the global digital economy

Evolution of customer relationship management to data mining-based customer relationship management: a scientometric analysis

Effect of social capital and transaction cost on multifaceted opportunism in manufacturer-supplier relationship

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