Although many companies have spent a great deal of money to adopt CRM (Customer Relationship Management) technologies, many have not seen satisfactory returns on their CRM installations. One of the reasons for such dissatisfaction and low ROI may be the lack of a comprehensive approach to evaluating the impact of CRM technologies, which are very different from traditional cost-cutting and quali...

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...

Companies spend enormous resources on customer relationship management (CRM), but there is no clear understanding on two seemingly simple, but critical questions: (1) Should firms reward or punish their current customers? (2) Can CRM be profitable in a competitive setting? While CRM practitioners are enthusiastic about its win-win potential for firms and customers, the extant theoretical litera...

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...