How does CRM technology transform into organizational performance? A mediating role of marketing capability

Chang, Woojung; Park, Jeong Eun; Chaiy, Seoil

doi:10.1016/j.jbusres.2009.07.003

Cited by 233 publications

(151 citation statements)

References 46 publications

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“…To measure CRM performance, based on previous literature (Chen and Ching, 2004;Sin et al, 2005;Chang et al, 2010;Suntornpithug et al, 2010), we have included in the empirical analysis several items that reflect, not only their impact in financial measures (such as profitability or sales), but also their effect on customer-related measures such as customer satisfaction, loyalty or retention.…”

Section: The Impact Of Knowledge Management Processes In Crm Performancementioning

confidence: 99%

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Exploring the role of knowledge management practices in fostering customer relationship management as a catalyst of marketing innovation

Lockett

Morales

2015

Baltic Journal of Management

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Purpose – The purpose of this paper is to propose a research model exploring the link between knowledge management processes and customer relationship management (CRM) performance. It seeks to answer two research questions: What are the effective drivers of knowledge management processes in the context of a CRM initiative? Do these processes make a real impact on CRM performance? Design/methodology/approach – The paper is based on data obtained from a sample of 93 service companies located in Spain. The authors conducted a structural equation modeling analysis using PLS to test the proposed hypotheses. Findings – It was observed that both technological and organizational readiness were effective drivers of knowledge management. However, it was contrasted also that the usage of social media tools was not significantly related to knowledge management. Results show a real impact of knowledge management processes on CRM performance, so companies can understand how to implement successfully those initiatives. Research limitations/implications – The main limitations of the study are that it was based on cross-sectional data and that variables were measured based on the perceptions of general managers. Practical implications – Service companies need to invest in technological infrastructures, and create an appropriate organizational climate (top management support, employees commitment) in order to promote effective knowledge management processes, that will enable CRM success, paving the way for the development of marketing innovations. Originality/value – This is the first empirical work that examines in confirmatory way what are the main drivers of knowledge management processes, including in the analysis the impact of both organizational and technological readiness, and considering also the usage of social media tools, in the context of a CRM initiative.

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Section: The Impact Of Knowledge Management Processes In Crm Performancementioning

confidence: 99%

“…Organizational variables: eight items developed by Li (2001), Sin et al (2005), Suntornpithug et al (2010), and Chang et al (2010); that addressed the following topics: top management support, employee commitment, training and reward system, and organizational structure.…”

Section: Research Instrumentmentioning

confidence: 99%

Exploring the role of knowledge management practices in fostering customer relationship management as a catalyst of marketing innovation

Lockett

Morales

2015

Baltic Journal of Management

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“…Also, Boulding et al (2005) claimed that the success of CRM activities' hinges on how they have been aligned with the firm's existing capabilities. In this case, Chang et al (2010) found that marketing capabilities play a mediating role between CRM technology and organizational performance.…”

Section: Crm Technology Marketing Capabilities and Organizational Pmentioning

confidence: 88%

“…Conseqently, CRM technology can help service organizations such as the hotel industry to plan and implement successful marketing action to retain customer and make them more profitable based on customer data base and other systems that capture information over time (Roberts, Liu, & Hazard, 2005). In addition, Chang et al (2010) argued that CRM technology improves marketing capabilities by providing valuable customer information that help managers and employees to achieve specific marketing goals more effectively and efficiently. They contended that CRM technology has a positive influence on marketing capabilities (i.e.…”

Section: Crm Technology and Marketing Capabilitiesmentioning

confidence: 99%

Customer Relationship Management (CRM) Technology and Organization Performance: Is Marketing Capability a Missing Link? An Empirical Study in the Malaysian Hotel Industry

Mohammed¹,

Rashid²,

Tahir³

2014

ASS

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Due to the aggressive market competition in hotel sector, it is critical that hotels should adopt new strategy like CRM technology to assist hotel employees, serve customers better and improve organization performance. However, prior studies indicated that the relationship between CRM technology and organization performance is equivocal. These mixed results may be to a lack of understanding of the mechanisms that link CRM technology and organization performance. For this reason, the study used marketing capabilities (planning and implementation) as mediators between CRM technology and organization performance. The study surveyed a sample of 447 hotels firm in Malaysia and used correlation and regression for analyses and testing. The findings suggest that CRM technology is associated with the four dimensions of organization performance (i.e. financial, customer, internal process and learning and growth). In addition the findings reveal that marketing capabilities (planning and implementation) play a mediator role in the relationship between CRM technology and various dimensions of organization performance.

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“…Marketing performance could be understood as a construct with several indicators such as sales growth, market share, and sales to existing customer (Chang, Park, & Chaiy, 2010), market share and growth of sales (García-Villaverde, Ruiz-Ortega, & Ignacio Canales, 2013), acquiring new customers and increasing sales to existing customers (Krush, Agnihotri, Trainor, & Nowlin, 2013),stronger growth in sales revenue, better able to acquire new customers, greater market share and sales increase to existing customers (Merrilees, Rundle-Thiele, & Lye, 2011), market share of brand, sales growth of brand (O'Cass & Weerawardena, 2010) and market share (Wu, 2013).…”

Section: Marketing Performancementioning

confidence: 99%

Acculturative Iconic Product Attractiveness and Marketing Performance

Ferdinand

Fitriani

2015

JGSM

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How does CRM technology transform into organizational performance? A mediating role of marketing capability

Cited by 233 publications

References 46 publications

Exploring the role of knowledge management practices in fostering customer relationship management as a catalyst of marketing innovation

Exploring the role of knowledge management practices in fostering customer relationship management as a catalyst of marketing innovation

Customer Relationship Management (CRM) Technology and Organization Performance: Is Marketing Capability a Missing Link? An Empirical Study in the Malaysian Hotel Industry

Acculturative Iconic Product Attractiveness and Marketing Performance

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