Evaluating the effects of CRM practices on organizational learning, its antecedents and level of customer satisfaction

Kumar, Manoj; Misra, Madhvendra

doi:10.1108/jbim-11-2019-0502

Cited by 16 publications

(8 citation statements)

References 59 publications

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“…Social customer relationship management (SCRM) refers to the ability of a firm to communicate with customers through social features, practices and skills (Woodcock et al, 2011;Choudhury and Harrigan, 2014;Kumar and Misra, 2020). Unlike traditional CRM systems, SCRM transforms communication with customers into open, continuous and collaborative two-way communication channels instead of just communicating with consumers on specific dates or in certain special events (Baird and Parasnis, 2011).…”

Section: Social Customer Relationship Managementmentioning

confidence: 99%

Strategic orientations, marketing capabilities and innovativeness: an adaptive approach

Akgün

Polat

2021

JBIM

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Purpose This study aims to investigate marketing capabilities that represent the marketing mix from an adaptive perspective: brand management, customer relationship management, price management and multi-channel management. Also, this study identifies how adaptive marketing capabilities (AMCs) enrich superior innovativeness and speed-to-market regarding innovation orientation and marketing orientation as the two critical functions. Design/methodology/approach A questionnaire-based research was performed to test the proposed hypotheses. The data were collected from predominately marketing or research and development managers/senior specialists in 247 firms. Findings Strategic orientations that cover market and innovation orientation facilitate a firm’s AMCs, positively affecting its innovativeness and speed-to-market. Also, AMCs mediate the relationship between strategic orientations, and innovativeness, and speed-to-market. Further, this study confirms the complementary association of AMC-related variables in enhancing firm innovativeness and speed-to-market. Research limitations/implications This study is subject to the limitations inherent in survey design, particularly convenient sampling and single informants. Originality/value This study broadens understanding of dynamic capabilities theory by examining how marketing capabilities can be enhanced and examined from an adaptive perspective for firms. This study also presents a model for the potential relationships among strategic orientations, AMCs, innovativeness and speed-to-market.

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Section: Social Customer Relationship Managementmentioning

confidence: 99%

Strategic orientations, marketing capabilities and innovativeness: an adaptive approach

Akgün

Polat

2021

JBIM

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“…All the parts of CRM strategy such as sales, marketing, feedback, and support ultimately help increase the concerned organization's business performance. It is noticed that organizations with a good CRM strategy practice have superior business performance compared with those who do not have an effective CRM [14]. Last and the sixth hypothesis of the current study is stated as customer satisfaction mediates the relationship between CRM strategy and business performance.…”

Section: Discussionmentioning

confidence: 69%

The Relationship between CRM Strategy and Customer Satisfaction in Rice Business in North-Eastern Thailand

Kerdpitak¹

2021

Journal of Southwest Jiaotong University

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A combination of strategies, practices, and technologies to analyze and manage customer data and interaction throughout the customer lifecycle by the organizations is known as customer relationship management (CRM). The primary objective of CRM is to enhance customer retention, increase customer service relationships, and boost sales growth. According to the current study, CRM strategy, or the organizations involved in the rice business, directly impact customer satisfaction and business performance, particularly in North Eastern Thailand. CRM strategies, such as sales, feedback, marketing, and support, positively impact customer satisfaction and business performance. Hence, this research was carried out to investigate a fundamental factor influencing the business performance of rice production in the northeast of Thailand. The conceptual framework was developed from the competitive advantage theory of business organizations and other contemporaneous research in rice business performance. Accordingly, the study considered the importance of sales, marketing, support, feedback, and customer satisfaction employing a quantitative research approach. A questionnaire was used for data collection from 420 managers of the rice business of community enterprises in Northeastern Thailand. Finally, data were analyzed using structural equation modeling (SEM) to examine the actual rice business performance of the organizations studied through all operational links in the CRM. It is concluded that increased sales, feedback, marketing, and sales increase customer satisfaction and the concerned organizations’ business performance. The current study is an excellent contribution for the practitioners to improve their business performance.

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“…SMEs are currently functioning in today’s highly competitive and dynamic market condition that demands a continual emphasis on learning from market changes (Baker et al , 2022; Do et al , 2022; Liang and Frösén, 2020). In response, organizational learning performs a crucial function in acquiring market knowledge and tailoring strategies to current market conditions (Kumar and Misra, 2021; Xie and Zheng, 2019). Organizational learning theory refers to “the development of new knowledge or insights that have the potential to influence behavior” (Slater and Narver, 1995, p. 63).…”

Section: Theoretical Background and Literature Reviewmentioning

confidence: 99%

Market-based organizational learning, pricing capability and business performance: the moderating effects of coordination mechanism and environmental dynamism

Ranjan

Nayak

2023

JBIM

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Purpose This study aims to present a conceptual framework for understanding the dual orientations of market-based organizational learning (MBOL), namely, market orientation (MO) and learning orientation (LO), in the development of pricing capability (PC) with the goal of improving business performance (BP). This framework further explores the moderating effects of coordination mechanism (CM) and environmental dynamism (ED) on the PC–BP link and the mediating role of PC on the relationship between MBOL and BP. Design/methodology/approach This study applied the partial least squares structural equation modeling on survey data from 298 Indian small- and medium-sized enterprises (SMEs) operating in manufacturing and service sectors. Findings The findings indicate that MBOL significantly contributes to PC development, which in turn improves BP. Interestingly, PC acts as a partial mediator in the MO–BP link, as well as LO–BP link. Moreover, CM and ED strengthen the effect of PC on BP. Finally, MO and LO have substantial and distinct effects on PC and BP. Research limitations/implications This study examines only one market-related capability, i.e. PC, considers multi-industry SMEs rather than specific large industries and uses cross-sectional instead of longitudinal data. Practical implications These findings are crucial from managerial standpoints because SMEs need to understand the MBOL dimensions, including MO and LO, and their significance in improving PC and BP. Originality/value Understanding how MBOL adoption contributes to superior performance is critical, but research in the SMEs context is still lacking. This study addresses a research gap by examining the impact of MBOL on BP, both directly and indirectly, through PC in the context of SMEs.

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Evaluating the effects of CRM practices on organizational learning, its antecedents and level of customer satisfaction

Cited by 16 publications

References 59 publications

Strategic orientations, marketing capabilities and innovativeness: an adaptive approach

Strategic orientations, marketing capabilities and innovativeness: an adaptive approach

The Relationship between CRM Strategy and Customer Satisfaction in Rice Business in North-Eastern Thailand

Market-based organizational learning, pricing capability and business performance: the moderating effects of coordination mechanism and environmental dynamism

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