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    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/77349


    Title: 替代性學習對顧客關係管理採用決策之研究
    Other Titles: Vi Carious Learning and Customer Relationship Management Adoption.
    Authors: 巫立宇
    Contributors: 企業管理學系
    Keywords: 替代性學習;顧客關係管理;機構壓力;績效回饋學習;採用決策
    vicarious learning;customer relationship management;institutional pressures;performance feedback learning;adoption decision.
    Date: 2014
    Issue Date: 2015-08-04 15:42:08 (UTC+8)
    Abstract: 本計畫旨在探究替代性學習如何影響顧客關係管理的採用決策、採用程度及採用後的調整，並以 調查法為替代性學習理論提供直接證據。第一年計畫整合替代性學習理論與組織特性，延伸替代性學 習理論在組織推估採用顧客關係管理成本效益的內涵，具體而言，過去替代性學習理論忽略了組織在 採用時的轉換成本與機會成本，本計畫此二種成本納入，以期貢獻於替代性學習的解釋能力。第二年 計畫則加入機構壓力的調節角色，文獻指出廠商採用顧客關係管理的動機同時包含管理效率的提升及 正當性的取得，且採用動機的不同對於 CRM 採用程度有關鍵性的影響，但鮮少研究廠商在採用時如 何平衡管理效率與正當性的動機；第三年計畫探究在採用顧客關係管理後，廠商的替代性學習會如何 影響顧客關係管理使用程度的調整，比對績效回饋學習與替代性學習的相對效果及兩者的交互作用效 果，以期對組織學習理論有所貢獻。研究結果將可使廠商更有效地運用替代性學習，(1) 使廠商免於 因忽略對轉換成本與機會成本而誤算了採用顧客關係管理的成本效益；(2) 在高度機構壓力下，廠商 可能因快速採用而忽略了管理效率提升上的效益；(3) 採用後廠商可如何同時運用績效回饋資訊及替 代性學習資訊，來調整顧客關係管理的使用程度。
    This study is to investigate how firms’ vicarious learning influences their decisions on customer relationship management (CRM) adoption, the degree of usage, and the modification after adoption. Because vicarious learning theory is mostly tested by secondary data in past research, we try to provide direct evidences by survey design. In the first year of the study, we combine vicarious learning variables and organizational characteristics as influencers of firms’ perceived cost/benefit of adoption in order to extend the applications of vicarious learning theory. Specifically, this study considers the switch and opportunity costs of CRM adoption, which has been paid less attention in past research, to contribute the literatures on both vicarious learning and CRM. In the second year, this study further investigates the moderating role of institution pressures on the relationship between vicarious learning and CRM adoption. Past research has indicated that firms are motivated to adopt CRM in order to enhance their management efficiency as well as to obtain legitimacy. Some researchers suggested that different motivations of firms’ adoption have critical impacts on the degree of CRM usage. Few studies have investigated how firms balance their motivations of enhancing management efficiency and obtaining legitimacy simultaneously when they make the adoption decisions. In the third year, this study investigates how firms’ vicarious learning influences their modification on the degree of CRM usage after adoption. We compare the relative impacts of performance feedback learning and vicarious learning and examine the interaction of both in order to contribute to the organizational learning theory. As a whole, the results of the present study will help firms to use vicarious learning more effectively in the three ways. (1) Firms need to take switch and opportunity costs into account when estimating the cost/benefit of CRM adoption. (2) Under highly institutional pressures, firms may neglect the benefits from enhancing management efficiency because of quickly adoption. (3) Firms can learn how to modify the degree of CRM usage through performance feedback learning and vicarious learning simultaneously after CRM adoption.
    Relation: NSC102-2410-H004-155-SS3
    PF10301-0840
    Data Type: report
    Appears in Collections:[Department of Business Administation] NSC Projects

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