Exploring the role of customer relationship management (CRM) systems in customer knowledge creation

This study explores how customer relationship management (CRM) systems support customer knowledge creation processes [48], including socialization, externalization, combination and internalization. CRM systems are categorized as collaborative, operational and analytical. An analysis of CRM applications in three organizations reveals that analytical systems strongly support the combination process. Collaborative systems provide the greatest support for externalization. Operational systems facilitate socialization with customers, while collaborative systems are used for socialization within an organization. Collaborative and analytical systems both support the internalization process by providing learning opportunities. Three-way interactions among CRM systems, types of customer knowledge, and knowledge creation processes are explored.     

The effect of CRM use on internal sales management control: An alternative mechanism to realize CRM benefits

This case study investigates how effective internal sales management control is achieved through CRM use and why enhanced control is beneficial to firms, which are largely overlooked by the extant literature. The main theoretical lens is organizational control theories. Results show that CRM use strengthened formal control and informal control simultaneously. Formal control was significantly boosted by enhanced outcome measurability and process visibility of sales work. CRM use also facilitated informal control, by serving as the carrier of new institutional processes and sales philosophy, which bolstered clan control, and by functioning as tools for self-control.     

The priority factor model for customer relationship management system success

As the market competition becomes keen, constructing a customer relationship management system is coming to the front for winning over new customers, developing service and products for customer satisfaction and retaining existing customers. However, decisions for CRM implementation have been hampered by inconsistency between information technology and marketing strategies, and the lack of conceptual bases necessary to develop the success measures. Using a structural equation analysis, this study explores the CRM system success model that consists of CRM initiatives: process fit, customer information quality, and system support; intrinsic success: efficiency and customer satisfaction; and extrinsic success: profitability. These constructs underlie much of the existing literature on information system success and customer satisfaction perspectives. We found the empirical support for CRM implementation decision-making from 253 respondents of 14 companies which have implemented the CRM system. These findings should be of great interest to both researchers and practitioners.     

Examining the impacts of organizational culture and top management support of knowledge sharing on the success of software process improvement

Although numerous studies have discussed the importance of the relationship between knowledge management and software process improvement (SPI), a research gap still exists in relation to how the specific role of knowledge sharing influences successful SPI implementation. This study advances our knowledge by developing an innovative model for exploring the impact of knowledge sharing on SPI success, the impact of knowledge sharing in specific organizational cultures, and how the support of top management specifically influences the path to SPI success. To empirically test the model, this study adopts the statistical technique of partial least squares (PLS) to analyze 118 samples collected from SPI-certified Taiwanese organizations. The results suggest that clan-type organizational culture has a stronger association with knowledge sharing than hierarchy-type in the context of SPI success. SPI knowledge sharing is found to be a mediator of both clan culture and top management support in the context of SPI success. The findings also include the implication to improve our knowledge about how organizational culture and top management support drive effective knowledge sharing on the way to SPI success.     

The mediating effect of organizational culture and knowledge sharing on transformational leadership and Enterprise Resource Planning systems success: An empirical study in China

Senior leadership has been identified as a critical factor in fostering Enterprise Resource Planning (ERP) systems success, however, the specific impact mechanism of transformational leadership on ERP success is still largely unknown. Based on organizational culture theory and knowledge based view, this study developed a theoretical model to explore the mediating effect of organizational culture and knowledge sharing on transformational leadership and ERP success. Data was collected from 115 IS executives and 413 ERP end users in 115 organizations in China. Partial Least Squares (PLS) analysis results suggest that transformational leadership is directly related with all the four types of organizational culture – development culture, group culture, hierarchical culture and rational culture, and is indirectly related with knowledge sharing and ERP success. Specifically, development culture has direct impact on ERP success, while hierarchical culture, group and rational culture are indirectly related with ERP success, mediated by explicit and tacit knowledge sharing. The research findings can provide guidelines for the top executives to facilitate appropriate organizational culture, so as to foster ERP knowledge sharing and achieve business benefits with the assimilation of ERP systems.     

Social relationship and its role in knowledge management systems usage

The KMS has been widely implemented in organizations. However, its availability does not guarantee that employees have been willing to spend time and effort using it. We explored the use of KMS with emphasis on social relationship. Specifically, social capital theory was employed to establish the social relationship construct and its three dimensions: tie strength, shared norms, and trust. By studying a company that had implemented a KMS, we explored the dimensions of social relationship and its importance in the use of a KMS by employees. A theoretical framework was used to depict the antecedents of employee's usage behavior. Implications for both researchers and practitioners are discussed, especially for companies expecting to exploit knowledge sharing in the Chinese business environment.     

以客户为中心的CRM体系结构

客户关系管理系统（CRM）是提高企业核心竞争力的有力保障。但现有CRM产品存在某些缺陷,如不以客户为核心进行客户服务、客户服务过程自动化缺乏柔性,以及系统各功能模块协同能力较差等。针对上述问题,提高了以业务过程分类为基础的,基于事件驱动、工作流技术和ECA规则实现CRM系统体系结构的方法。该体系结构能够有效地解决目前CRM产品中的上述问题,为改善现有CRM产品的性能和开发性能更优的产品提供了一种新的手段。     

IT alignment strategies for customer relationship management

Customer relationship management (CRM) is the overall process of building and maintaining profitable customer relationships by delivering superior customer value and satisfaction. A CRM strategy involves the entire enterprise and is employed on an ongoing basis. Despite the fact that CRM projects incur huge expenditures, a large percentage fails to achieve the stated objectives. Failure in CRM initiatives could be avoided if a firm's CRM strategies are intelligently linked with its employees, customers, channels, and IT infrastructure. In this paper, we focus on those linkages, particularly on the linkages between an organization's CRM strategies and its IT infrastructure. Even though the relationships between IT and business strategies have been extensively explored in the IT alignment literature, prior research has not addressed how a firm's CRM strategies are aligned with its IT infrastructure. In this paper, we investigate the issues relating to CRM-IT alignment based on an in-depth case study of a large, well-known Internet travel agency.     

客户资源管理(CRM)系统理论模型的设计与实现

该文介绍了在企业信息化过程中,基于提高企业信息化软件实施成功率,提高投入产出比,真正加强管理,提高效率,增加利润的原则,提出了如何找出适当的切入点、适当的模块及其相应步骤,获得客户资源管理(CRM,CustomerResourceManagement)系统的理论模型;并且在此基础上,给出了一个客户资源管理(CRM)系统的简单实例。     

A stage model of organizational knowledge management: a latent content analysis

This study develops an integrated management framework for building organizational capabilities of knowledge management. The framework consists of four major components of management: organizational knowledge, knowledge workers, knowledge management processes, and information technology. Based on the framework, this study proposes a stage model of organizational knowledge management encompassing the initiation, propagation, integration, and networking stages. Each of the four stages is differentiated in terms of its management goals, activities, and characteristics of the management components. To validate the proposed stage model, we conducted a latent content analysis of 21 knowledge management case reports. While the results do not validate the time sequence of each stage, they do reveal meaningful clustering of distinct case organizations in different knowledge management implementation stages.     

Selecting CRM packages based on architectural,functional, and cost requirements: Empirical validation of a hierarchical ranking model

This study describes a hierarchical ranking model to help the selection of CRM (customer relationship management) packages based on their functional and technical quality. The model is tested empirically by applying the hierarchical analytical process (AHP) to a sample of 42 CRM packages. Results indicate how functionally similar packages can differ substantially in their technical quality and, thus, in their ability to be integrated within a companys information system. The hierarchical model is verified to be dependable, since the quality-based ranking of packages is found to have a low rank-reversal probability as a consequence of managers uncertainty in weighing the relevance of different quality variables. From a practical standpoint, these results confirm that CRM packages differentiate in measurable quality variables, which can be used by practitioners as a framework to gather and evaluate software-selection information during feasibility analyses.     

中小企业客户关系管理探讨

客户是所有企业经营活动的终极元素,客户关系管理(CRM)是“以客户为中心”的现代管理理念和IT技术结合的产物,能够提高企业的核心竞争力。本文对中小企CRM进行了较为全面的研究,包括CRM相关理论和中小企业CRM的实施等。     

Knowledge management systems and organizational knowledge processing challenges: A field experiment

This paper investigates the appropriateness of knowledge management system (KMS) designs for different organizational knowledge processing challenges. Building on the theory of task-technology fit (TTF), we argue that different KMS designs are more effective for different knowledge tasks. An exploratory field experiment was conducted in the context of Internet-based knowledge sharing services to provide empirical support for our hypotheses. The results of our experiment show that a KMS designed to support the goal GENERATE is more appropriate for divergent type knowledge problems because of its affordances for iterative brainstorming processes. Conversely, for convergent type knowledge processing challenges, a KMS with the goal CHOOSE that supports the ability to clarify and to analyze is more effective.     

分析型CRM中智能化呼叫中心的构建

分析了基于PSTN网的传统呼叫中心的不足，引入通信领域软交换的理念，用面向对象的思想构建基于IP网的接入方式多元化、分层的、智能化的呼叫中心。     

分析型CRM的软件体系结构

随着客户关系管理概念的普及推广,各厂家的CRM产品及人们对CRM的讨论层出不穷,由于这些讨论大多集中在CRM的功能、效益及发展前景等方面,因而对CRM本身的软件体系结构却未能形成统一的标准。该文针对CRM系统中重要的支撑部分-分析型CRM,依据层次化体系结构和中间件的思想,提出一种分析型CRM的分层软件体系结构。     

Moving beyond the direct impact of using CRM systems on frontline employees' service performance: The mediating role of adaptive behaviour

Despite substantial investments in customer‐relationship‐management (CRM) systems, companies continue to experience pain rather than profit. Meanwhile, the concept of “adaptive behaviour” of frontline employees has received little attention in the literature related to CRM systems in which the frontline employees are the primary users. In this study, we propose that with the aid of CRM systems, individual employees are able to immediately access information about customers and service offerings, thus enabling their adaptive behaviours to provide personalized service to individual customers. Based on coping theory, we develop a CRM system‐driven adaptive behaviour model that explains how CRM systems facilitate individual employees' service performance by enabling adaptive behaviour during their service encounters. Multisourced data from a financial company in China largely support our proposed model, showing that employees' postadoption of CRM systems (routinization and infusion of use) enables interpersonal and offering adaptive behaviours, which in turn enhance employees' service performance. In addition, forming a postadoption behaviour of CRM systems relies on the frequent use. We discuss the theoretical and practical implications of adaptive behaviour in service encounters with the aid of CRM systems.     

CRM应用中的集成问题

本文介绍了客户关系管理(Customer Relationship Management，CRM)的概念、国内外研究和应用现状以及发展方向，对目前客户关系管理应用中的集成问题从企业管理模式和技术两个角度进行了详细的剖析。     

Managing knowledge sharing: Emergent and engineering approaches

We wished to determine how the process of knowledge sharing could be managed, seeing that it is a knowledge management dilemma. If knowledge sharing is crucial to an organization’s interests, but is inherently emergent in nature, how can the organization still manage the process? In order to answer this question, a distinction was made between two approaches towards managing knowledge sharing: an emergent approach, focusing on the social dynamics between organizational members and the nature of their daily tasks, and an engineering approach, focusing on management interventions to facilitate knowledge transfer. While the first is central to today’s thinking about knowledge, we used a field study in six organizations to show that both approaches have value in explaining knowledge sharing. Instruments that are part of the engineering approach create conditions for variables in the emergent approach, which in turn also exert a direct influence on knowledge sharing.     

If it's fair,I’ll share: The effect of perceived knowledge validation justice on contributions to an organizational knowledge repository

The organizational value of an electronic knowledge repository depends on the degree to which it offers high quality knowledge to its users. Validation procedures are implemented to monitor and ensure the quality of submitted content. However, if perceived as unreasonable or unfair, validation can have the unintended effect of discouraging employee contributions. Drawing on organizational justice and fairness literatures, we show that both quality perceptions and contribution behaviors are positively influenced by perceived procedural justice of validation, which, in turn, is influenced by perceived informational and interpersonal justice. Implications for organizational knowledge management research and practice are discussed.     

数据挖掘在CRM中的应用

客户关系管理(CRM)是最近流行的一种全新的管理理念,也是数据挖掘技术的重要应用领域。介绍了数据挖掘的基本概念及功能,阐述了CRM的定义及功能,论述了数据挖掘在CRM中的作用及实施。