In the past two decades, the notion of “customer relationship management” (CRM) has been widely discussed and researched. The associated language (such as “customer satisfaction”, “customer retention”, “spending habits of customers” and “analytical CRM systems”) and job positions (such as “customer relationship managers” and “customer services officers”) have been developed. The paradigm has be...

In this paper we report a case study on how firms realize the business value of CRM by developing CRM-enabled ambidexterity to simultaneously pursue stability and develop adaptability. Results show that as the focal firm used CRM as a platform for standardizing operations and building routines, the top management team (TMT) and the operation team worked together to reflexively monitor the statu...

Continual advances in information technology (IT) have opened new business opportunities in global marketplaces. As a result, many businesses have turned to CRM to gain greater insights into their customers and apply this knowledge toward forging long-term relationships with them. This study examines the relationships of CRM practices (marketing and operational programs) with three antecedent e...

Organizations have found that functional approach to business destroys flexibility and agility by gaining experience over the time. The main weakness with Task-based organizations is that they can hardly act flexibly and adapt themselves to the changing environment. In today’s' dynamic and competitive business world, organizations focus significantly on managing and improving their business pro...

Adopting a focus on CRM has been an industry standard for nearly two decades. While evidence suggests that a majority of the attempts to implement CRM systems fail, no single reason for the failures has been identified. Assuming that CRM implementation is an extension of a customeroriented business strategy and assuming successful integration with Enterprise Information Systems such as Enterpri...

In this study, considering different views about CRM and by gaining insight from the resourcebased view (RBV) of the firm and the processoriented approach, we propose a process-oriented framework to investigate the relationship among CRM resources, CRM processes, customer retention programs of CRM, and finally customer retention as the firm performance. The study finds the mediating effect of C...

This document provides the statistical background for the Bayesian model averaging continual reassessment method (BMA-CRM). The BMA-CRM is a Bayesian model-based phase I clinical trial design. The primary goal of the BMA-CRM is to identify the maximum tolerated dose (MTD) of a new drug, which is typically defined as the dose with a doselimiting toxicity (DLT) probability that is closest to the ...

In this paper, we propose an ontology-based metadata integration methodology for the cultural heritage domain. The proposed real world approach considers an integration architecture in which CIDOC/CRM ontology acts as a mediating scheme. In this context, we present a mapping methodology from Encoded Archival Description (EAD) and Dublin Core (DC) metadata to CIDOC/CRM, and discuss the faced dif...

CRM is about introducing the right product to the right customer at the right time through the right channel to satisfy the customer’s evolving demands. Ideally, it should follow the development of each individual customer and develop integrated multi-segment, multi-stage, and multi-channel CRM decisions in order to maximize the total customer lifetime profit. However, most existing CRM practic...

Customer Relationship Management has attracted the attention of both marketing practitioners and researchers over the last decade. Despite, or maybe due to, the attention drawn to the subject, a clear agreement on what CRM is and especially how CRM should be developed remains lacking. It is now commonly understood that CRM involves technology, drives Marketing, Sales and Customer Services and i...