English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  Items with full text/Total items : 113148/144119 (79%)
Visitors : 50707684      Online Users : 298
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU 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
    Home ‧ Login ‧ Upload ‧ Help ‧ About ‧ Administer Goto mobile version
    政大機構典藏 > 商學院 > 資訊管理學系 > 學位論文 >  Item 140.119/35273


    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/35273


    Title: Understanding the Market-orientation Effects of CRM on the Organizational Processes
    Authors: 林佳生
    Lin, Jia-Sheng
    Contributors: 尚孝純
    Shang, Shari S. C.
    林佳生
    Lin, Jia-Sheng
    Keywords: 顧客關係管理
    組織行為
    組織流程
    市場導向
    Customer Relationship Management
    organizational behaviors
    organizational processes
    market-orientation
    Date: 2004
    Issue Date: 2009-09-18 14:36:30 (UTC+8)
    Abstract: 為了了解CRM(Customer Relationship Management)對於組織行為及流程的影響，透過文獻探討及內容分析，本研究發展一個CRM的架構，此架構影響範圍包含工作實務、價值鍊流程以及組織績效。本研究接著針對五間台灣的金控公司進行個案研究以測試此架構的論點及CRM使用上的內涵。
    本研究主要發現是不同的CRM使用類型會有不同組織文化及流程上的影響。利用CRM來服務顧客的公司，在服務顧客的流程上，會受到明顯的文化改變。利用CRM來服務及保留顧客的公司，在所有顧客價值創造活動相關的領域上都會有顯注的文化及流程改變。利用CRM當作基礎建設來服務、保留及開發顧客的公司，組織早已發展市場導向的實務，因此文化及流程的改變程度較小。CRM使用上最主要的挑戰就是去了解不同類型的CRM使用、CRM對於組織行為與文化可能的影響、以及針對不同CRM使用需要哪些適當的管理活動。
    透過個案間分析，本研究發現三種不同的CRM使用類型，此三類型為：工具(Facility)、分析(Analytical)、以及基礎建設(Infrastructure)。他們各自有不同的管理重點及組織文化與流程的影響。工具型組織在服務顧客相關流程上有提高生產力的傾向。分析型組織在顧客保留及交叉銷售上，將獲得較多利益。對於基礎建設型組織而言，早已市場導向的流程將大大提升組織在顧客服務上的精準性及彈性。
    本研究透過個案研究以整合CRM使用的發現，並且針對CRM的管理提出有用的建議。CRM使用對於市場導向影響的發現以及三種類型的CRM使用可清楚闡明對於CRM使用的了解，當未來有研究著力於不同市場上CRM的潛力，本研究也提供一個基礎。期望CRM使用的管理者可得利於本研究提出的觀點，並且能針對CRM使用提出適當的管理計畫。
    To build an understanding of the impacts of Customer Relationship Management (CRM) on organizational behaviors and processes this study strives to develop a model of CRM effects on work practice, value-creation processes and organizational performance through iterative literature review and content analysis. The study then applied multiple case studies on five financial holding companies in Taiwan to test the propositions and build insights of the CRM use.
    Major finding is that different types of CRM use can have different impact on the organizational culture and processes. Companies use CRM for serving customers experience cultural change in the area of customer service processes while companies use CRM for serving and retaining customers experience further cultural and process changes in all areas relating to customer value generation activities. For companies that use CRM as an infrastructure for serving, retaining and inventing customers, low cultural and process changes are noted due to the already-built market-orientation practice. The most critical challenge of CRM use is to understand the type of CRM use, the possible effects of CRM on both organizational behavior and processes, and the appropriate management initiatives for best use of the CRM system.
    Through the cross case analysis three types of CRM use are identified. The three types of CRM use are: facility, analytical and infrastructure. They each have different management focuses and effects on organizational culture and processes. Organizations of the facility type of CRM use tend to gain productivity benefits in customer service while companies of the analytical use of CRM gain more benefits in customer retention and cross selling. For companies of the infrastructural use of CRM the established market-oriented processes can contribute greatly to the precision and flexibility of customer services.
    This research consolidates findings of CRM use from cases studied and proposes useful recommendations on the management of CRM. Findings of CRM effects on market-orientation and the three types of CRM use clarify general understandings of CRM use and provide a base for enhanced understanding of the potential of CRM in different market situations. It is hoped that managers of CRM can benefit from the insights presented and be able to implement proper management plan of CRM use.
    Reference: 1.Alter, A. E. (2004). How Do You Get Users to Adopt CRM? ; Despite the cultural changes CRM often requires, extensive training and ongoing communication with users are critical, CIO Insight, 1, 42, 63.
    2.Berelson, B. (1952) Content Analysis in Communications Research, Glencoe, IL: The Free Press.
    3.Bettman, J. R. and Weitz, B. A. (1983) Attributions in the Board Room: Causal Reasoning in Corporate Annual Reports, Administrative Science Quarterly, 28, 2, 165.
    4.Bose, R. (2002) Customer relationship management: Key components for IT success, Industrial Management + Data Systems, 102, 1/2, 89.
    5.Brandt, D. R. (2000) Linking measures of customer satisfaction, value, and loyalty to market and financial performance: Basic methods and key considerations, Quality Congress. ASQ`s Annual Quality Congress Proceedings, 113.
    6.Brynjolfsson, E., Hitt, L. M., Yang, S., Baily, M. N., and Hall, R. E. (2002) Intangible assets: Computers and organizational capital / Comments and discussion, Brookings Papers on Economic Activity, 1, 137.
    7.Bull, C. (2003) Strategic issues in customer relationship management (CRM) implementation, Business Process Management Journal, 9, 5, 592.
    8.Bygstad, B. (2003) The implementation puzzle of CRM systems in knowledge-based organizations, Information Resources Management Journal, 16, 4, 33.
    9.Chattopadhyay, S. P. (2001) Relationship marketing in an enterprise resource planning environment, Marketing Intelligence & Planning, 19, 2, 136.
    10.Chan, J. O. (2005) Toward a Unified View of Customer Relationship Management, Journal of American Academy of Business, Cambridge, 6, 1, 32.
    11.Chen, I. J. and Popvich, K. (2003) Understanding customer relationship management (CRM): People, process and technology, Business Process Management Journal, 9, 5,:672.
    12.Chen, J.-S. and Ching, R. K. H. (2004) An empirical study of the relationship of IT intensity and organizational absorptive capacity on CRM performance, Journal of Global Information Management, 12, 1, 1.
    13.Clement, A. (1990) Cooperative support for computer work: a social perspective on the empowering of end users, Proceedings of the International Conference on CSCW, 7, 10, 223.
    14.Clement, A. (1994) Computing at work: Empowering action by `low-level users`, Association for Computing Machinery. Communications of the ACM, 37, 1, 52.
    15.Couldwell, C. (1998) A data day battle, Computing.
    16.Croteau, A.-M. and Li, P. (2003) Critical success factors of CRM technological initiatives, Canadian Journal of Administrative Sciences, 20 , 1,:21.
    17.Deshpande, R. (1999). Developing a Market Orientation, SAGE Publications.
    18.Drucker, P. (1993). The Practice of Management, HarperBusiness.
    19.Galbreath, J. and T. Rogers (1999). Customer relationship leadership: a leadership and motivation model for the twenty-first century business, The TQM Magazine, 11, 3, 161.
    20.Gandz, J. (1990) The Employee Empowerment Era, Business Quarterly (1986-1998), 55, 2, 74.
    21.Gefen, D. and Ridings, C. M. (2002) Implementation team responsiveness and user evaluation of customer relationship management: A quasi-experimental design study of social exchange theory, Journal of Management Information Systems, 19, 1, 47.
    22.Gurau, C., Ranchhod, A., and Hackney, R. (2003) Customer-Centric Strategic Planning: Integrating CRM in Online Business Systems, Information Technology and Management, 4, 2-3, 199.
    23.Hansotia, B. (2002) Gearing up for CRM: Antecedents to successful implementation, Journal of Database Management, 10, 2, 121.
    24.Herrenkohl, R. C., Judson, G. T., and Heffner, J. A. (1999) Defining and measuring employee empowerment, The Journal of Applied Behavioral Science, 35, 3,:373.
    25.Hoffman, G. M. (1994) The Technology Payoff: How to Profit with Empowered Workers in the Information Age, Irwin, Burr Ridge, IL.
    26.Homburg, C. and Pflesser, C. (2000) A multiple-layer model of market-oriented organizational culture: Measurement issues and performance outcomes, JMR, Journal of Marketing Research, 37, 4,:449.
    27.Ittner, C. D. and Larcker, D. F. (1998) Are nonfinancial measures leading indicators of financial performance? An analysis of customer satisfaction, Journal of Accounting Research, 36, 1.
    28.Jarrar, Y. F. and Zairi, M. (2002) Employee empowerment - a UK survey of trends and best practices, Managerial Auditing Journal, 17, 5, 266.
    29.Kaplan, R. S. and Norton, D. P. (2004) Strategy Maps: Converting Intangible Assets into Tangible Outcomes, Harvard Business School Publishing Corporation.
    30.Karimi, J., Somers, T. M., and Gupta, Y. P. (2001) Impact of information technology management practices on customer service, Journal of Management Information Systems, 17, 4, 125.
    31.Kenyon, J. and Vakola, M. (2003) Customer relationship management: A viable strategy for the retail industry? International Journal of Organization Theory and Behavior, 6, 3, 329.
    32.Kohli, A. K., Jaworski, B. J., and Kumar, A. (1993) MARKOR: A measure of market orientation, JMR, Journal of Marketing Research, 30, 4, 467.
    33.Kotabe, M. and Swan, K. S. (1995) The role of strategic alliances in high-technology new product development, Strategic Management Journal, 16, 8, 621.
    34.Kotorov, R. (2003) Customer relationship management: Strategic lessons and future directions, Business Process Management Journal, 9, 5, 566.
    35.Kuei, C.-H., Madu, C. N., and Lin, C. (2001) The relationship between supply chain quality management practices and organizational performance, The International Journal of Quality & Reliability Management, 18, 8/9, 864.
    36.Kuo, C. J. and Lu, S. L. (2005) Taiwan`s financial holding companies: an empirical investigation based on Markov regime-switching model, Applied Economics, 37, 5, 593
    37.Lashley, C. (1995) Towards an understanding of employee empowerment in hospital, International Journal of Contemporary Hospitality Management, 7, 1, 27.
    38.Malone, T. W. (1997) Is Empowerment Just a Fad? Control, Decision Making, and IT, Sloan Management Review, 38, 2, 23.
    39.Markus, M. L., Axline, S., Petrie, D, and Tanis, S. C. (2000) Learning from adopters` experiences with ERP: problems encountered and success achieved, Journal of Information Technology, 15, 4, 245.
    40.McDonnell, S. (2001) Putting CRM to work, Computerworld, 35, 11, 48.
    41.Melville, N., Kraemer, K., and Gurbaxani, V. (2004) REVIEW: INFORMATION TECHNOLOGY AND ORGANIZATIONAL PERFORMANCE: AN INTEGRATIVE MODEL OF IT BUSINESS VALUE1, MIS Quarterly, 28, 2, 283.
    42.Narver, J. C. and Slater, S. F. (1990) The Effect of a Market Orientation on Business Profitability, Journal of Marketing, 54, 4, 20.
    43.Piccoli, G., O`Connor, P., Capaccioli, C., and Alvarez, R.. (2003) Customer relationship management-a driver for change in the structure of the U.S. lodging industry, Cornell Hotel and Restaurant Administration Quarterly, 44, 4, 61.
    44.Ragins, E. J. and Greco, A. J. (2003) Customer relationship management and E-business: More than a software solution, Review of Business, 24, 1, 25.
    45.Reichheld, F. F. (1996) Learning from customer defections, Harvard Business Review, 74, 2, 56.
    46.Reinartz, W., Krafft, M. and Hoyer, W. D. (2004). The Customer Relationship Management Process: Its Measurement and Impact on Performance, JMR, Journal of Marketing Research, 41, 3, 293.
    47.Rigby, D. K. and Ledingham, D. (2004) CRM Done Right, Harvard Business Review, 82, 11, 118.
    48.Sayer, K. and. Harvey, L. (1997) Empowerment in business process reengineering: an ethnographic study of implementation discourses, Proceedings of the 18th International Conference on Information Systems, Kumar, K. and DeGrosss, J.I., 427, 40.
    49.Slater, S. F. and Narver, J. C. (1994) Does competitive environment moderate the market orientation-performance relationship? Journal of Marketing, 58, 1, 46.
    50.Tafti, M. H. A. (2002) Analysis of factors affecting implementation of customer relationship management systems, Proceedings of IRMA.
    51.Yin, R. K. (1994) Case study research: design and methods, Sage Publication, Thousand Oaks, CA.
    52.Yu, L. (2001) What Really Makes Customers Happy? MIT Sloan Management Review, 42, 4, 19.
    53.Zeng, Y. E., Wen, H. J. and Yen, D. C. (2003) Customer relationship management (CRM) in business-to-business (B2B) e-commerce, Information Management & Computer Security, 11, 1, 39.
    Description: 國立政治大學
    資訊管理研究所
    92356018
    93
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0923560181
    Data Type: thesis
    Appears in Collections:[資訊管理學系] 學位論文

    Files in This Item:

    File Description SizeFormat
    56018101.pdf45KbAdobe PDF2895View/Open
    56018102.pdf26KbAdobe PDF2913View/Open
    56018103.pdf60KbAdobe PDF21049View/Open
    56018104.pdf61KbAdobe PDF2967View/Open
    56018105.pdf131KbAdobe PDF21664View/Open
    56018106.pdf177KbAdobe PDF21268View/Open
    56018107.pdf848KbAdobe PDF21130View/Open
    56018108.pdf150KbAdobe PDF21208View/Open
    56018109.pdf65KbAdobe PDF21319View/Open
    56018110.pdf86KbAdobe PDF22312View/Open
    56018111.pdf416KbAdobe PDF21621View/Open
    56018112.pdf542KbAdobe PDF21108View/Open


    All items in 政大典藏 are protected by copyright, with all rights reserved.


    社群 sharing

    著作權政策宣告 Copyright Announcement
    1.本網站之數位內容為國立政治大學所收錄之機構典藏，無償提供學術研究與公眾教育等公益性使用，惟仍請適度，合理使用本網站之內容，以尊重著作權人之權益。商業上之利用，則請先取得著作權人之授權。
    The digital content of this website is part of National Chengchi University Institutional Repository. It provides free access to academic research and public education for non-commercial use. Please utilize it in a proper and reasonable manner and respect the rights of copyright owners. For commercial use, please obtain authorization from the copyright owner in advance.

    2.本網站之製作，已盡力防止侵害著作權人之權益，如仍發現本網站之數位內容有侵害著作權人權益情事者，請權利人通知本網站維護人員(nccur@nccu.edu.tw)，維護人員將立即採取移除該數位著作等補救措施。
    NCCU Institutional Repository is made to protect the interests of copyright owners. If you believe that any material on the website infringes copyright, please contact our staff(nccur@nccu.edu.tw). We will remove the work from the repository and investigate your claim.
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - Feedback