تاثیر فرآیندهای یادگیری سازمانی بر کیفیت داده های مدیریت روابط با مشتری (CRM) و عملکرد سازمان

نوع مقاله: مقاله پژوهشی

نویسندگان

1 دانشیار مدیریت بازاریابی، دانشگاه الزهرا (س). تهران.

2 استادیار مدیریت منابع انسانی، پردیس فارابی دانشگاه تهران.

3 کارشناس ارشد مدیریت بازاریابی، دانشگاه الزهرا (س تهران)

کلیدواژه‌ها


عنوان مقاله [English]

Effect of Organizational Learning Process on CRM Data Quality and Organizational Performance

نویسندگان [English]

  • Manijeh Haghighinasab 1
  • Morvarid Madaeni 2
  • Morvarid Madaeni Madaeni 3
1  Associate Professor in Marketing - Alzahra University, Tehran, Iran.
2  Associate Professor in Marketing - Alzahra University, Tehran, Iran.
3 Master of Marketing Management - Alzahra University Tehran
چکیده [English]

This research is going to examine the effects of organizational learning processes on CRM success. For this purpose, we used organizational learning theory and its relationship with market orientation to examine how internal policies, activities and internal relationships effect on the quality of customer data in the CRM database. Statistical populations of this research were the experts and executives of IT and marketing department in 5 Iranian banks including: Mellat, Keshavarzi, Tejarat, Melli and Sepah. The research method applied in this study is descriptive and data was analyzed using structural equation modeling technique. In this research we used Peltier et al Model presented in 2013. The main findings show that the effect of the functional learning processes (data sharing) on the data quality is positive and significant. But the effects of cross functional learning processes (Marketing and IT collaboration and integration) and organizational learning processes (organizational culture committed to a shared vision of CRM data) on the data quality is not significant. Also, CRM data quality has positive effect on customer performance, but non-significant impact on business performance.
 

کلیدواژه‌ها [English]

  • CRM
  • Market Orientation
  • Organizational Learning Processes
  • Data Quality
  • Performance
Baker, William E. and James M. Sinkula (1999), “The Synergistic Effect of Market Orientation and Learning Orientation on Organizational Performance”Journal of the Academy of Marketing Science, 27(4), 411–427.

Becker, J.U. Greve, G. and Albers, S. (2009), the impact of technological and organizational implementation of CRM on customer acquisition, maintenance, and retention, International Journal of Research in Marketing, 26 (3), 207-215.

Borges. Mauro, Norberto. Hoppen, and Fernando Bins Luce (2009), Information Technology Impact on Market Orientation in E-business, Journal ofBusiness Research, 62, 883–90.

Day GS. (2003). Creating a superior customer-relating capability. MIT Sloan Manag Rev; 44(3), 77–82.

Dickie J.)2005). is social networking an overhyped fad or a useful tool? CRM Mag, 9(2), 20.

Even, Adir, G. and Paul D. Berger (2010), “Managing the Quality of Marketing Data: Cost/benefit Tradeoffs and Optimal Configuration,” Journal of Interactive Marketing, 24(3), 209–219

Farrell, M.A. (2000), Developing a Market-Oriented -Learning Organisation, Australian Journal of Management, 25, 2, 201-222.

Friedman, T. (2009, August). Overview for an enterprise wide data quality improvement project. Gartner Group report series London.

Greenberg P. (2001). CRM at the speed of light. New York: Osborne/McGraw-Hill.

Homberg. Christin, Mathias. Droll and Dirk. Totzek (2008), “Customer Prioritization: Does it pay off, and how should it be implemented?" Journal of Marketing, 72, 110–30.

Kaila, I. & Goldman, M. (2006, Marchh). Eight steps to implementing a successful CRM project. Gartner Group report series Gartner, London.

Krasnikov. Alexander, Satish. Jayachandran, and V. Kumar (2009), “The Impact of Customer Relationship Management Implementation on Cost and Profit Efficiencies: Evidence from the U.S. Commercial Banking Industry,” Journal of Marketing, 73, November, 61–76.

Kumar, V. Llari Dalla Pozza, J. Andrew Petersen, and Denish Shah (2009), Reversing the Logic: The Path to Profitability through Relationship Marketing, Journal of Interactive Marketing, 23, 2, 147–56

Malthouse, Edward and Charles Hofacker (2010), Looking Back and Looking Forward with Interactive Marketing, Journal of Interactive Marketing, 24, 3, 181–194.

Moreno. Aurora Garrido, Melendez. Antonio Padilla. (2011). analyzing the impact of knowledge management on CRM success: the mediating effects of organizational factors, International, Journal of Information Management, 31(5), 437-444

Narver, J.C. & Slater, S.F. (1990), the Effect of a Market Orientation on Business Profitability, Journal of Marketing, 54(4), 996-1009

Payne A, Frow P. (2005). A strategic framework for customer relationship management. Journal of Marketing, 69(4), 167–176.

Reagans, Ray and Bill McEvily (2003), “Network Structure and Knowledge Transfer: The Effects of Cohesion and Range,” Administrative ScienceQuarterly, 48)2(240–267.

Roh, T. H. Ahn, C. K. & Han, I. (2005). the priority factor model for customer relationship management system success. Expert Systems with Applications, 28(4), 641–654.

Saarijarvi. Hannu, Karjaluoto. Heikki, Kuusela. Hannu. (2013). Customer relationship management: the evolving role of customer data, journal of Marketing Intelligence & Planning, 31(6), 584-600

Shu-Hui Chuang, Hong-Nan Lin. (2013), The roles of infrastructure capability and customer orientation in enhancing customer-information quality in CRM systems: Empirical evidence from Taiwan, international journal of information management, 33(2), 271-281

Slater, Stanley F. and John C. Narver (1995), “Market Orientation and the Learning Organization,” Journal of Marketing, 59, July, 63–75.

Stein. Alex, Smith. Michael. (2009). CRM systems and organizational learning: An exploration of the relationship between CRM effectiveness and customer information orientation of the firm in industrial markets, industrial marketing management, 38(2), 198-206

Sun, B. Li, S. & Zhou, C. (2006). “Adaptive” learning and “proactive’ customer relationship management. Journal of Interactive Marketing, 20, 82−96.

Wang, X.L. (2012), “Relationship or revenue: potential management conflicts between CRM and revenue management”, International Journal of Hospitality Management, 31) 3(864-874.

Zahay. Debra, JamesW. Peltier, Don E. Schultz, and Abbie Griffin (2004), The Role of Transactional Versus Relational Data in Integrated Marketing Communication Programs: Bringing Customers Together, Journal of Advertising Research, 44 (1), 3–18.