Data to Knowledge to Results: Building an Analytic Capability

Davenport, Thomas H.; Harris, Jeanne G.; Long, David; Jacobson, Alvin L.

doi:10.2307/41166078

Cited by 263 publications

(277 citation statements)

References 3 publications

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“…The effectiveness of this process is reflected in the sophistication of the employee's analytical capabilities (30) and allows the firm to "compete on analytics". (31) Simply gathering information through sophisticated CRM systems and gaining insight through complex human skills and experience will, understandably, have little impact on the business unless action is taken.…”

Section: The Drivers Of a Superior Crm Capabilitymentioning

confidence: 99%

Can superior CRM capabilities improve performance in banking

Coltman

2007

J Financ Serv Mark

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The market enthusiasm generated around investment in customer relationship management (CRM) technology is in stark contrast to the nay-saying by many academic and business commentators. This raises an important research question concerning the extent to which banks should continue to invest in CRM technology. Drawing on field interviews and a survey of senior bank executives the results reveal that a superior CRM capability can deliver improved performance. The paper then demonstrates that in order to be most successful, CRM programs require a combination of technical, human and business capabilities. AbstractThe market enthusiasm generated around investment in CRM technology is in stark contrast to the nay-saying by many academic and business commentators. This raises an important research question concerning the extent to which banks should continue to invest in CRM technology.Drawing on field interviews and a survey of senior bank executives the results reveal that a superior CRM capability can deliver improved performance. The paper then demonstrates that in order to be most successful, CRM programs require a combination of technical, human and business capabilities.

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Section: The Drivers Of a Superior Crm Capabilitymentioning

confidence: 99%

Can superior CRM capabilities improve performance in banking

Coltman

2007

J Financ Serv Mark

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“…Indeed, it is often the case that the full potential of a particular application does not become apparent until it is fully operational and the stakeholder community has become experienced in its use (Eason 1988;Markus 2004). In this respect, the ability to work with information is particularly crucial (Marchand et al, 2000;Davenport et al, 2001). It is therefore necessary for organizations to develop and apply a benefits exploitation competence, which can be defined as 'the adoption of the portfolio of practices required to realize the potential benefits from information, applications and IT services, over their operational life'.…”

mentioning

confidence: 99%

Improving the impact of IT development projects: the benefits realization capability model

Ashurst

Doherty

Peppard

2008

European Journal of Information Systems

177

211

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“…Nous reviendrons sur cette question de manière plus approfondie dans la partie méthodolo-gique. En première analyse, cette capacité dépend du niveau de formation de la direction et de ses cadres dans une entreprise et de la participation des employés dans l'organisation pour obtenir, analyser -du moins préliminai-rement -et partager l'information riche (Daft et Lengel, 1986 ;Davenport, De Long et Beers, 1998). En d'autres mots, la participation active des passerelles informationnelles (notamment des vendeurs et des acheteurs, lorsqu'ils diffèrent de la direction 2 ) pour obtenir et passer l'information obtenue des clients ou des distributeurs, des fournisseurs et des équipementiers et une première transformation par ce qu'on appelle des catalyseurs informationnels peuvent grandement faciliter la transformation de l'information en innovation et en stratégie (Vaghely, Julien et Cyr, 2007).…”

Section: La Problématiqueunclassified

La capacité d’absorption, l’élément clé dans la compréhension de la relation entre information et innovation

Julien¹,

Leyronas

Makita

et al. 2010

ipme

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Plusieurs études rappellent que l’innovation dans les PME s’explique avant tout par l’apport systématique de l’information le plus souvent informelle provenant notamment des clients, des fournisseurs, des concurrents et de diverses sources plus formelles comme les revues d’affaires ou les foires industrielles. On peut toutefois favoriser celle-ci par une meilleure capacité de ces organisations à cibler et à transformer l’information en connaissance, en particulier en organisant mieux la veille et en améliorant la capacité d’absorption et de transformation de l’information. Dans une enquête exploratoire effectuée auprès d’une quarantaine de PME de trois secteurs industriels au Congo-Brazzaville et en tenant compte des caractéristiques d’un pays en développement, nous montrons que la relation entre les sources d’information, la capacité d’absorption et l’innovation joue autant que dans les pays industrialisés. En particulier, le niveau de formation de la direction et de quelques employés clefs semble constituer la variable la plus importante pour expliquer cette relation.

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Data to Knowledge to Results: Building an Analytic Capability

Cited by 263 publications

References 3 publications

Can superior CRM capabilities improve performance in banking

Can superior CRM capabilities improve performance in banking

Improving the impact of IT development projects: the benefits realization capability model

La capacité d’absorption, l’élément clé dans la compréhension de la relation entre information et innovation

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