Impact of Information Technology Management Practices on Customer Service

Karimi, Jahangir; Somers, Toni M.; Gupta, Yash P.

doi:10.1080/07421222.2001.11045661

Cited by 239 publications

(209 citation statements)

References 52 publications

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“…In understanding the use of CRM technology, it is important to differentiate between operational and analytical CRM (Karimi et al 2001): analytical CRM (ACRM) technology describes IT applications that incorporate analytical methods (e.g., data mining) Downloaded from informs.org by [158.132.161.240] on 08 August 2014, at 00:35 . For personal use only, all rights reserved.…”

Section: Investigative Contextmentioning

confidence: 99%

“…and internal offering information (e.g., products, services, promotion, up-sell, cross-sell, and phase-in and phase-out information), constitute a rich pool of business intelligence made available to CSEs (Bolton and Tarasi 2006). To utilize the vast amount of intelligence further, OCRM technology usually comes with a variety of functions that recommend the most appropriate responses for CSEs to interact with a specific customer according to the customer's profile (Sundaram et al 2007), prompt when circumstances allow for up-sells or cross-sells (Jayachandran et al 2005), and enable configure-to-order offerings to meet each customer's unique requirements (Karimi et al 2001). Extended use of these functions helps expand CSEs' capacity to Downloaded from informs.org by [158.132.161.240] on 08 August 2014, at 00:35 .…”

Section: Performance Impacts Of Extended Usementioning

confidence: 99%

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Extracting Business Value from IT: A Sensemaking Perspective of Post-Adoptive Use

2011

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H ow can firms extract value from already-implemented information technologies (IT) that support the work processes of employees? One approach is to stimulate employees to engage in post-adoptive extended use, i.e., to learn and apply more of the available functions of the implemented technologies to support their work. Such learning behavior of extending functions in use is ingrained in a process by which users make sense of the technologies in the context of their work system. This study draws on sensemaking theory to develop a model to understand the antecedents, contingencies, and consequences of customer service employees' extended use of customer relationship management (CRM) technologies. The model is tested using multisource longitudinal data collected through a field study of one of the world's largest telecommunications service providers. Our results suggest that employees engage in post-adoptive sensemaking at two levels: technology and work system. We found that sensemaking at both of these levels impacts the extended use of CRM technologies. Employees' sensemaking at the technology level is influenced by employees' assessment of technology quality, whereas employees' sensemaking at the work system level is influenced by customers' assessment of service quality. Moreover, in the case of low technology quality and low service quality, specific mechanisms for employee feedback should be conceptualized and aligned at two levels: through employee participation at the technology level and through work system coordination at the work system level. Such alignment can mitigate the undesirable effect of low technology quality and low service quality, thereby facilitating extended use. Importantly, we found that extended use amplifies employees' service capacity, leading to better objective performance. Put together, our findings highlight the critical role of employees' sensemaking about the implemented technologies in promoting their extended use of IT and improving their work performance.

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Section: Investigative Contextmentioning

confidence: 99%

Section: Performance Impacts Of Extended Usementioning

confidence: 99%

Extracting Business Value from IT: A Sensemaking Perspective of Post-Adoptive Use

2011

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“…According to Arora (2003), the insurance industry has been lagging behind the other financial services to embrace this new change within its activities. However, incorporating technology in our marketing offerings encourages a competitive standard (Karimi, Somers & Gupta, 2001). More and more service firms such as insurance organizations and banks are providing IT based service options to their customers.…”

Section: Customers Service Delivery Information Technology and Perfomentioning

confidence: 99%

The Role of Information Technology in Customers’ Service Delivery and Firm Performance: Evidence from Nigeria’s Insurance Industry

Idris¹,

Olumoko²,

Ajemunigbohun³

2013

IJMS

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Information technology is crucial for a communication based process. Therefore, this study presents an investigation of the significant role of information technology in customer service delivery and firm performance in selected insurance companies in Nigeria. Specifically, three hypotheses were tested. They are to determine whether: (i) customers are not aware of the availability of IT facilities in their dealings with the Nigerian insurance companies; (ii) the use of IT does not enhance the performance efficiency of insurance organizations in Nigeria; and (iii) providing quality customer service delivery will not enhance organizational performance of insurance companies. The survey research design for the study was a cross examination. The study sample consisted of 112 participants made up of IT managers, marketing managers, and underwriting managers drawn from 25 insurance companies which were randomly selected from the directory of member companies. One-sample T-test and simple frequency percentage tables were used for data analysis. The study revealed that most customers hardly use online services in their engagement with the Nigerian insurance companies even with the level of awareness created which depicts a low level business relationship. Thus, many of the insurance organizations indicated that they experienced high performance efficiency in their investment in and adoption of information technology. This study recommends that insurance administrators and regulators at all levels should gather relevant information as regards factors that may assist in contributing meaningfully to the usefulness of IT in effective service delivery. They should also undertake optimal investment in IT, provide quality service delivery to customers and regularly evaluate IT usage in every department of insurance organizations in Nigeria in order to take appropriate strategic decisions capable of enhancing firm performance.

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“…Previous research has shown the importance of customer relationship management for consumer satisfaction (e.g., [17,20]), but less focus has been put on the fact that customer profiles that link purchasing habits, accounting data, family composition, and so forth, to customer identifiers may create some problems in terms of privacy, especially with regard to who can access the data.…”

Section: Discussionmentioning

confidence: 99%

Interoperability of E-Government Information Systems: Issues of Identification and Data Sharing

Otjacques¹,

Hitzelberger

Feltz³

2007

Journal of Management Information Systems

134

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Lippmann in Luxembourg. His research themes include information systems modeling, computer-supported cooperative work, human-computer interaction, and information visualization.PATRIK HITZELBERGER is a Scientific Project Manager at the Centre de Recherche Public-Gabriel Lippmann in Luxembourg. His research interests include interoperability of IT systems, one-stop government, and business process modeling for information systems in the public sector. FERNAND FELTZ is a Scientific Director of the Research Department of Informatics,Systems and Collaboration at the Centre de Recherche Public-Gabriel Lippmann in Luxembourg. He is responsible for various R&D projects in the domains of e-government, e-business, computer-supported cooperative work, knowledge management, and virtual organizations.ABSTRACT: In business and government organizations, information systems often handle sensitive data about individuals and other organizations, using various kinds of identifiers. The growing cooperation of organizations results in the need to share and exchange such data. This collection and sharing, however, is affected by privacy concerns, and organizational and technical issues have to be solved and taken into account. This paper describes the results of an exploratory study in the government sector, focusing on the way public organizations manage identity-related data and the sharing of such data, either with other public agencies or with private organizations. Despite significant progress in harmonizing the legal and administrative provisions and technical standards in the European Union, there are still considerable cross-country differences regarding this subject. These differences-together with the growing mobility of goods, persons, and related data within the European Union-cause particular challenges for information systems in digital government in this region. After discussing and defining the key notions and methodology of the study, we present the status quo in 18 out of 25 EU member states and compare it to the results of a prior study by the same network done in 2001. Finally, we draw conclusions about identity management in cross-border contexts. OTJACQUES, HITZELBERGER, AND FELTZKEY WORDS AND PHRASES: data sharing, e-government, identifier, identity management, information sharing, interoperability, interorganizational information systems, privacy.THE COLLECTION, STORAGE, AND MANAGEMENT of data about individuals and enterprises in information systems are routine tasks in virtually all public or private organizations. Businesses, public agencies, and nongovernmental organizations (NGOs) deal with customers, suppliers, employees, partners, and so on, as well as with the data related to these customers, citizens, individuals, or legal entities.The potential of electronic information systems, however, and their opening to the Internet have invoked more and more concerns and questions regarding privacy during the last decades. Hiller and Belanger [13] point out the following issues related to the "online world": fa...

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Impact of Information Technology Management Practices on Customer Service

Cited by 239 publications

References 52 publications

Extracting Business Value from IT: A Sensemaking Perspective of Post-Adoptive Use

Extracting Business Value from IT: A Sensemaking Perspective of Post-Adoptive Use

The Role of Information Technology in Customers’ Service Delivery and Firm Performance: Evidence from Nigeria’s Insurance Industry

Interoperability of E-Government Information Systems: Issues of Identification and Data Sharing

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