نقش توانایی زیرساخت ها و مشتری مداری در بالا بردن کیفیت اطلاعات مشتری در سیستم های CRM: شواهد تجربی از تایوان
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|20993||2013||11 صفحه PDF||سفارش دهید||محاسبه نشده|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : International Journal of Information Management, Volume 33, Issue 2, April 2013, Pages 271–281
This study adopts both a resource-based perspective that combines technology, human, and business resources to develop an infrastructure capability, and a strategic-positioning perspective that emphasizes customer orientation to examine customer information quality in customer relationship management (CRM) systems. Specifically, this study examines how firms bundle infrastructure capability and customer orientation to enhance the quality of customer information that enhances customer relationships and firm performance. The results of data gathered from 116 financial service firms in Taiwan suggest that the impact of quality on firm performance begins with infrastructure capability and customer orientation, and that the complementarity between these factors positively influences customer information quality. The results indicate that customer information quality positively affects customer relationship performance, which consequently leads to improvements in overall firm performance.
In today's business environment, top managers invest in customer relationship management (CRM) systems as a strategic tool for processing end-to-end customer information to develop customer relationships. Previous studies have demonstrated that CRM systems significantly improved customer relationship performance (Keramati et al., 2010 and Kim and Choi, 2010). However, CRM systems have become the backbone of customer relationship development by advancing customer information processing capabilities. Although information processing is important, the significance of its impact on customer relationship performance depends largely on the quality of customer information (Jayachandran et al., 2005, Messner, 2004 and Missi et al., 2005), where quality refers to the integration, timeliness, and usefulness of customer information (Hill, 2009 and Mueller and Nyfeler, 2011). The function of a CRM system facilitates information processing by integrating information from multiple sources and across different functions, tailoring data for efficient access and analysis, and eliminating data errors and redundancies. However, the effectiveness of CRM systems depends on the data fed into it. If the provided data or information from multiple internal and external sources is not timely, up-to-date, correct, accurate, complete, and relevant, businesses cannot benefit from using a CRM system (Roh et al., 2005 and Messner, 2004). A review of the literature on information systems (IS) and strategic management shows that some prior studies focus on increasing understanding of information quality. They focus on the conceptual basis of successful CRM implementation (Garrido-Moreno & Padilla-Meléndez, 2011), the impact of customer orientation (Poddar, Donthu, & Wei, 2009), and the effect of IT capability (Li & Lin, 2006). However, few empirical studies examine the antecedent factors and their interactions underlying customer information quality in CRM systems. Moreover, the only empirical study (Rapp, Trainor, & Agnihotri, 2010) that examines the complementary role of technological capability as a firm's resource and customer orientation as a firm's strategy relates to information processing. For example, information gathering and sharing can be leveraged for an enhanced understanding of customer needs and how to respond to these needs quickly. These studies highlighted two findings. First, firms must be in harmony with resource-strategy variables to extract higher-quality customer information, and second, modifications in company resources and strategies play a pivotal role in enhancing the quality of customer information. To address this issue, we adapted two main perspectives from the strategic management literature (Spanos & Lioukas, 2001): (a) a resource-based perspective that combines technology, human, and business resources to develop an infrastructure capability; and (b) a strategic-positioning perspective that emphasizes customer orientation. Therefore, the present study examines customer information quality in advancing the complementarity between the two perspectives, focusing on how well a firm creates and enhances customer information quality. Specifically, the study describes antecedents and outcomes relating to the quality of customer information in CRM systems, situating our findings in the financial service domain. The infrastructure capability, especially when coupled with a customer-orientated business strategy, relates positively to the quality of customer information, which enhances customer relationships and the overall firm performance.
نتیجه گیری انگلیسی
The study demonstrated that the resource-based and the strategic-positioning perspectives can complement each other to model the relationships between infrastructure capability, customer orientation, and customer information quality. In order to effectively improve customer information quality in a CRM system, firms should develop their infrastructure capability and customer orientation strategy to support the implementation of the CRM system. Additionally, it is evident that customer relationship performance plays a mediating role in the relationship between customer information quality and overall firm performance.