Call Centers: A Case Study on the Interplay Between Organization and Information Technology

Graumann, Matthias; Arnold, Hans-Jrgen; Beltjes, Nicole

doi:10.1111/1468-0440.00213

Cited by 4 publications

(3 citation statements)

References 5 publications

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“…Like more typical call centres the department had to process as many calls as possible with the minimum number of suitable qualified personnel (Graumann et al, 2003). The company was atypical being a business-tobusiness call centre, a category which was found to involve higher value-added products and services and were found to be more likely to focus on service quality and customer relationship management (Holman et al, 2007).…”

Section: The Case Company and Knowledge Intensitymentioning

confidence: 99%

The sharing and transfer of context specific knowledge in a product support environment

Walsh

2014

IJKBD

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Section: The Case Company and Knowledge Intensitymentioning

confidence: 99%

The sharing and transfer of context specific knowledge in a product support environment

Walsh

2014

IJKBD

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“…Knowledge, best practices and experiences of CCIS projects established in a certain business domain, tend to be applied to other organizations operating in the same business domain and in similar markets (Graumann et al 2003). The indicators of contact centers for banking or telecommunications are different.…”

Section: Business Domainmentioning

confidence: 99%

Contact center: information systems design

2010

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The economic sector of contact centers is growing by more than 8% a year. It is a multidisciplinary area in which information systems are decisive to organizations' success. Contact Centers' Information Systems deal with real time requisites and critical business information. A theorybuilding research shows a framework with 12 key design factors to consider, which managers might use to develop projects and researchers may adopt for further investigation in the area of Contact Center design. This work intends to provide a valuable link between the research community and practitioners in industry.

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“…This allowed it to use its systems infrastructures when planning and executing new projects. As most call center projects would require CTI systems to coordinate telephone, computer, and employee interactions (Graumann, Arnold, & Beltjes, 2003), TT&T created a platform that could be easily replicated for new projects. Going a step further, TT&T developed the capability to extract parts of existing processes for reuse in different industries effectively.…”

Section: The Capability Development Process (Using Montealegre's Analmentioning

confidence: 99%

A dual‐level analysis of the capability development process: A case study of TT&T

PanShan

PanGary

HsiehMing

2006

J. Am. Soc. Inf. Sci.

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The resource-based view suggests that organizations achieve and maintain competitive advantage through effective deployment of firm-specific resources and capabilities. Because of volatile market conditions, researchers now focus on the development of dynamic capabilities that allow firms to react and create change in these dynamic environments. Despite the growing acceptance of the dynamic capabilities perspective in information systems research, the process of how organizations develop capabilities to influence the overall process of strategy formation and implementation in a dynamic and volatile environment (e.g., the information communication technology industry) is still underexplored. To address the knowledge gap, this article draws on an in-depth case study of the capability development experience of a call center in strategic transformation from an in-house customer service department to an outsourced customer service provider. We use Montealegre's (2002) process model of capability development as our analytical framework and extend it beyond the organizational perspective to include a project-level (business unit) perspective. By adopting a dual-level analysis, researchers and practitioners may obtain a more detailed and complete view of an organization's capability development, hence allaying criticism of the resource-based view as a vague and tautological concept.

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Call Centers: A Case Study on the Interplay Between Organization and Information Technology

Cited by 4 publications

References 5 publications

The sharing and transfer of context specific knowledge in a product support environment

The sharing and transfer of context specific knowledge in a product support environment

Contact center: information systems design

A dual‐level analysis of the capability development process: A case study of TT&T

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