The relationship between CRM Dynamic Capabilities and Organizational Performance in Banking

• Main Authors: Sheng-Kai Yu, 游勝凱
• Other Authors: Sean HS Jiang
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/85569256580229456717

碩士 === 國立東華大學 === 數位知識管理碩士學位學程 === 97 === Many CRM implementation projects fail despite huge investements. Fro the literature review, we find that the factors of CRM failure are technological orientation, product-focus, relationship outcome orientation, and static view. In the other hand, some firms enjoy the competitive advantage due to CRM success, because they implement the CRM project with more strategic orientation, customer-focus, relationship process orientation, and dynamic view. To explain those above CRM outcomes, we draw on the dynamic capabilities view of firm to identify the CRM dynamic capabilities. Using dynamic capabilities view of firm arguments, the ability to reconfigure competencies to address rapidly changing environment, we examine the relationship between CRM dynamic capabilities, CRM competencies, and performance to find out whether they have positive effects on competitive advantage. Empirical results from a survey of banks that recently implemented CRM systems. For CRM research, this study is commence of adopting the dynamic capabilities view in CRM research, identifying CRM dynamic capabilities, and providing theoretical explanation about how dynamic capabilities impact on firm performance. For CRM practice, it provides preliminary measures for CRM dynamic capabilities and competencies, and illustrates their strategic implications for CRM management.