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Customer relationship management and innovation capability: an empirical study

机译:客户关系管理和创新能力:一项实证研究

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摘要

Purpose - The purpose of this paper is to investigate the effects of various dimensions of customer relationship management (CRM) on innovation capabilities. Five dimensions of CRM (information sharing, customer involvement, long-term partnership, joint problem-solving, and technology-based CRM) and five aspects of innovation capability (product, process, administrative, marketing, and service innovations) are identified. The one-to-one associations between the two constructs are developed and verified.rnDesign/methodology/approach - Data from 107 Taiwanese computer manufacturers are collected. Multiple regression analysis is employed to examine the effects of CRM on innovation capabilities.rnFindings - The following results are offered: computer manufacturers in Taiwan perform various levels of CRM and, consequently, display different levels of effects on each of the five innovation capabilities. Generally, firms are able to increase their innovation capability by ad hoc CRM; the relationship between customer involvement and process innovation; customer involvement and administrative innovation; and long-term partnership and marketing innovation are not significant; and technology-based CRM has positive effects on all five types of innovation. Practical implications - The findings suggest that not all CRM activities contribute to innovation programs, which clearly indicates the need for applying other mechanisms, such as supplier integration, to form a complete innovation program. Managers should align the development of their supplier management and CRM practices with the desired innovation capability. Originality/value - The one-to-one relationships between CRM practices and innovation capabilities have not been properly examined. The findings suggest the need for more research in this area, and the statistical results provide managers with useful guidelines for implementing appropriate CRM practices to develop specific innovation capabilities to respond to enhanced competitiveness.
机译:目的-本文的目的是研究客户关系管理(CRM)各个方面对创新能力的影响。确定了CRM的五个维度(信息共享,客户参与,长期合作,联合解决问题和基于技术的CRM)和创新能力的五个方面(产品,流程,管理,营销和服务创新)。开发并验证了这两种构造之间的一对一关联。rn设计/方法/方法-收集了来自107个台湾计算机制造商的数据。多元回归分析用于检验CRM对创新能力的影响。rn结果-提供以下结果:台湾的计算机制造商执行不同级别的CRM,因此对五种创新能力分别显示不同的影响水平。通常,企业可以通过临时CRM来提高其创新能力。客户参与与流程创新之间的关系;客户参与和行政创新;长期合作伙伴关系和营销创新意义不大;基于技术的CRM对所有五种创新都有积极作用。实际意义-研究结果表明,并非所有CRM活动都有助于创新计划,这清楚表明需要应用其他机制(例如供应商整合)来形成完整的创新计划。管理人员应使供应商管理和CRM实践的发展与所需的创新能力保持一致。原创性/价值-CRM实践与创新能力之间的一对一关系尚未得到适当检查。调查结果表明需要在这一领域进行更多的研究,统计结果为管理人员提供了实施适当的CRM实践以开发特定创新能力以应对增强竞争力的有用指导。

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