A Model for Understanding the Market-orientation Effectsof CRM on the Organizational Processes

摘要

To build an understanding of the impacts of Customer Relationship Management (CRM) on organizational behaviors andprocesses this study strives to develop a model of CRM effects on work practice, value-creation processes and organizationalperformance. Moderating factors that affect the transition results are also studied. The model is developed by iterative stepsof content analysis.The objectives of building this model are: 1) to establish a framework with propositions about the chained effects of CRM onorganizational performance and the influential management activities and 2) to develop a measurement instrument of theCRM effects on market-oriented behaviors and performance.Although the model testing and enhancement are in progress, the preliminary findings reveal that behavioral changes towardsmarket-orientation can be reflected in two levels of work practice: coordinated intelligence management in the team work andproactive attitude with individuals. With such a market-oriented focus, CRM user organizations are more likely to developpositive market performance as well as process performance, and indirectly bring up financial performance.