CRM system implementation and firm performance : the role of consultant facilitation and user involvement
Suoniemi, Samppa; Zablah, Alex; Terho, Harri; Olkkonen, Rami; Straub, Detmar; Makkonen, Hannu (2022-01-11)
Suoniemi, Samppa
Zablah, Alex
Terho, Harri
Olkkonen, Rami
Straub, Detmar
Makkonen, Hannu
Emerald
11.01.2022
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi-fe202301112410
https://urn.fi/URN:NBN:fi-fe202301112410
Kuvaus
vertaisarvioitu
© Samppa Suoniemi, Alex Zablah, Harri Terho, Rami Olkkonen, Detmar Straub and Hannu Makkonen. Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence maybe seen at http://creativecommons.org/licences/by/4.0/legalcode
© Samppa Suoniemi, Alex Zablah, Harri Terho, Rami Olkkonen, Detmar Straub and Hannu Makkonen. Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence maybe seen at http://creativecommons.org/licences/by/4.0/legalcode
Tiivistelmä
Purpose
The current research aims to answer the following question: To what extent and under what conditions does hiring consultants to implement a customer relationship management (CRM) system produce performance gains for companies? To answer this question, this research delves into the critical interdependent roles of CRM consultant resources (CR) and user involvement (UI) in overcoming CRM’s technological and organizational implementation challenges.
Design/methodology/approach
A quantitative field study methodology was used to empirically test the research hypotheses. Cross-sectional data (N = 126) were collected from large client companies using CRM technology. Partial least squares-structural equation modeling was used to estimate the significance levels of the structural model.
Findings
The findings indicate that the extent to which CRM consultants improve CRM system quality (SQ) and, ultimately, firm performance, largely depends on UI, which acts as the key facilitating mechanism to cope with application complexity (APP) and requirements uncertainty (REQ).
Originality/value
This research probes into the largely unexplored interactions between CRM CR, UI, APP and REQ. Using these parameters, this model successfully predicts CRM SQ and firm performance.
The current research aims to answer the following question: To what extent and under what conditions does hiring consultants to implement a customer relationship management (CRM) system produce performance gains for companies? To answer this question, this research delves into the critical interdependent roles of CRM consultant resources (CR) and user involvement (UI) in overcoming CRM’s technological and organizational implementation challenges.
Design/methodology/approach
A quantitative field study methodology was used to empirically test the research hypotheses. Cross-sectional data (N = 126) were collected from large client companies using CRM technology. Partial least squares-structural equation modeling was used to estimate the significance levels of the structural model.
Findings
The findings indicate that the extent to which CRM consultants improve CRM system quality (SQ) and, ultimately, firm performance, largely depends on UI, which acts as the key facilitating mechanism to cope with application complexity (APP) and requirements uncertainty (REQ).
Originality/value
This research probes into the largely unexplored interactions between CRM CR, UI, APP and REQ. Using these parameters, this model successfully predicts CRM SQ and firm performance.
Kokoelmat
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