English  |  正體中文  |  简体中文  |  Items with full text/Total items : 52047/87178 (60%)
Visitors : 8703847      Online Users : 127
RC Version 7.0 © Powered By DSPACE, MIT. Enhanced by NTU Library & TKU Library IR team.
Scope Tips:
  • please add "double quotation mark" for query phrases to get precise results
  • please goto advance search for comprehansive author search
  • Adv. Search
    HomeLoginUploadHelpAboutAdminister Goto mobile version
    Please use this identifier to cite or link to this item: http://tkuir.lib.tku.edu.tw:8080/dspace/handle/987654321/68625

    Title: A Model of Market-Orientation Effects of Customer Relationship Management on Organizational Processes
    Other Titles: 探討顧客關係管理對組織流程之市場影響
    Authors: Shang, Shari S.C.;Wu, Ya-Ling
    Contributors: 淡江大學資訊管理學系
    Keywords: Customer relationship management;organizational behaviors;organizational processes;market-orientation
    Date: 2011-03
    Issue Date: 2011-10-23 13:20:24 (UTC+8)
    Publisher: 臺南市:成功大學管理學院
    Abstract: This study constructes a model of CRM (Customer Relationship Management) effects on work practice, value-creation processes, and organizational performance. Through iterative literature review and content analysis, this study builds a preliminary understanding of the possible effects and consequences of CRM use on the overall organizational behaviors and processes. The study then conducts case studies on five credit card companies in Taiwan to gain in-depth knowledge of the chain effects of CRM use. Based on the case studies, five propositions are formed: (a) the greater the use of CRM systems, the greater the market-oriented behaviour; (b) the greater the market-oriented behavior, the greater the impact on value-creation processes; (c) the greater the behavioral changes in value-creation processes, the higher the market performance; (d) the greater the market-oriented behavior, the higher the market performance; and (e) the effect of top management initiatives is greater on market-oriented behaviors in the cases of a greater use of CRM than in the cases of a lower use. This research finding provides a base for enhanced understanding of the potential of CRM in different organizational processes and performances. It is hoped that managers of CRM can benefit from the insights presented and implement more effective management of CRM use.
    Relation: Asia Pacific Management Review=亞太管理評論 16(1), pp.83-104
    DOI: 10.6126/APMR.2011.16.1.06
    Appears in Collections:[資訊管理學系暨研究所] 期刊論文

    Files in This Item:

    File Description SizeFormat
    1029-3132_16(1)_p83-104.pdf12304KbAdobe PDF241View/Open

    All items in 機構典藏 are protected by copyright, with all rights reserved.

    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library & TKU Library IR teams. Copyright ©   - Feedback