CUSTOMER RELATIONSHIP MANAGEMENT FROM AN INTERFUNCTIONAL PERSPECTIVE

Customer Relationship Management (CRM) has received an increasing amount of interest among scholars and practitioner in recent years. While some companies have received immense benefits from their investments, other companies have seen no bottom line improvements. One often-cited reason for high fai...

Full description

Bibliographic Details
Main Authors: Greta Isaksson, Nordbankens Norrl, Norrbottens Forskningsråd
Other Authors: The Pennsylvania State University CiteSeerX Archives
Format: Text
Language:English
Subjects:
Online Access:http://citeseerx.ist.psu.edu/viewdoc/summary?doi=10.1.1.399.5697
http://epubl.ltu.se/1402-1757/2005/69/LTU-LIC-0569-SE.pdf
id ftciteseerx:oai:CiteSeerX.psu:10.1.1.399.5697
record_format openpolar
spelling ftciteseerx:oai:CiteSeerX.psu:10.1.1.399.5697 2023-05-15T17:09:12+02:00 CUSTOMER RELATIONSHIP MANAGEMENT FROM AN INTERFUNCTIONAL PERSPECTIVE Greta Isaksson Nordbankens Norrl Norrbottens Forskningsråd The Pennsylvania State University CiteSeerX Archives application/pdf http://citeseerx.ist.psu.edu/viewdoc/summary?doi=10.1.1.399.5697 http://epubl.ltu.se/1402-1757/2005/69/LTU-LIC-0569-SE.pdf en eng http://citeseerx.ist.psu.edu/viewdoc/summary?doi=10.1.1.399.5697 http://epubl.ltu.se/1402-1757/2005/69/LTU-LIC-0569-SE.pdf Metadata may be used without restrictions as long as the oai identifier remains attached to it. http://epubl.ltu.se/1402-1757/2005/69/LTU-LIC-0569-SE.pdf text ftciteseerx 2016-09-25T00:12:49Z Customer Relationship Management (CRM) has received an increasing amount of interest among scholars and practitioner in recent years. While some companies have received immense benefits from their investments, other companies have seen no bottom line improvements. One often-cited reason for high failure rates has been the cross-functional nature of CRM implementation. Two functions frequently involved in CRM implementation are marketing and information technology (IT). Consequently, this thesis combines the two fields of interfunctional relations and CRM, and the research problem addressed is: How do interfunctional relations between the marketing department and the IT department affect the implementation of CRM? A cross-sectional mail survey was undertaken, resulting in data from 415 marketing and IT managers of large Swedish companies. Half of the companies had implemented CRM systems. Overall, the marketing and IT departments seem to have good relationships and provide a uniform view of their perceptions of CRM and their interfunctional relations. The main finding was that companies utilizing CRM have higher levels of interfunctional integration and also higher perceptions of performance. Results also indicate that perceived ease of use, perceived usefulness, and managers ’ involvement in CRM implementation did not appear to have any effect upon performance. Finally, findings from this study show the importance of interdepartmental collaboration as a facilitator, both for performance and perceived usefulness of the CRM system. i ACKNOWLEDGEMENTS This study primarily has been funded by Innovationsbron Luleå AB, Längmanska Text Luleå Luleå Luleå Unknown
institution Open Polar
collection Unknown
op_collection_id ftciteseerx
language English
description Customer Relationship Management (CRM) has received an increasing amount of interest among scholars and practitioner in recent years. While some companies have received immense benefits from their investments, other companies have seen no bottom line improvements. One often-cited reason for high failure rates has been the cross-functional nature of CRM implementation. Two functions frequently involved in CRM implementation are marketing and information technology (IT). Consequently, this thesis combines the two fields of interfunctional relations and CRM, and the research problem addressed is: How do interfunctional relations between the marketing department and the IT department affect the implementation of CRM? A cross-sectional mail survey was undertaken, resulting in data from 415 marketing and IT managers of large Swedish companies. Half of the companies had implemented CRM systems. Overall, the marketing and IT departments seem to have good relationships and provide a uniform view of their perceptions of CRM and their interfunctional relations. The main finding was that companies utilizing CRM have higher levels of interfunctional integration and also higher perceptions of performance. Results also indicate that perceived ease of use, perceived usefulness, and managers ’ involvement in CRM implementation did not appear to have any effect upon performance. Finally, findings from this study show the importance of interdepartmental collaboration as a facilitator, both for performance and perceived usefulness of the CRM system. i ACKNOWLEDGEMENTS This study primarily has been funded by Innovationsbron Luleå AB, Längmanska
author2 The Pennsylvania State University CiteSeerX Archives
format Text
author Greta Isaksson
Nordbankens Norrl
Norrbottens Forskningsråd
spellingShingle Greta Isaksson
Nordbankens Norrl
Norrbottens Forskningsråd
CUSTOMER RELATIONSHIP MANAGEMENT FROM AN INTERFUNCTIONAL PERSPECTIVE
author_facet Greta Isaksson
Nordbankens Norrl
Norrbottens Forskningsråd
author_sort Greta Isaksson
title CUSTOMER RELATIONSHIP MANAGEMENT FROM AN INTERFUNCTIONAL PERSPECTIVE
title_short CUSTOMER RELATIONSHIP MANAGEMENT FROM AN INTERFUNCTIONAL PERSPECTIVE
title_full CUSTOMER RELATIONSHIP MANAGEMENT FROM AN INTERFUNCTIONAL PERSPECTIVE
title_fullStr CUSTOMER RELATIONSHIP MANAGEMENT FROM AN INTERFUNCTIONAL PERSPECTIVE
title_full_unstemmed CUSTOMER RELATIONSHIP MANAGEMENT FROM AN INTERFUNCTIONAL PERSPECTIVE
title_sort customer relationship management from an interfunctional perspective
url http://citeseerx.ist.psu.edu/viewdoc/summary?doi=10.1.1.399.5697
http://epubl.ltu.se/1402-1757/2005/69/LTU-LIC-0569-SE.pdf
genre Luleå
Luleå
Luleå
genre_facet Luleå
Luleå
Luleå
op_source http://epubl.ltu.se/1402-1757/2005/69/LTU-LIC-0569-SE.pdf
op_relation http://citeseerx.ist.psu.edu/viewdoc/summary?doi=10.1.1.399.5697
http://epubl.ltu.se/1402-1757/2005/69/LTU-LIC-0569-SE.pdf
op_rights Metadata may be used without restrictions as long as the oai identifier remains attached to it.
_version_ 1766065183826903040