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Employees' affective commitment to change The key to successful CRM implementation

Employees' affective commitment to change The key to successful CRM implementation Purpose – Although organizational change is inevitable with customer relationship management (CRM) implementation, very little is known about how this change affect employees, and how their actions in turn influence the success of CRM projects. The purpose of this study is to address this void in the current CRM literature. Design/methodology/approach – Using an exploratory approach, 13 in‐depth interviews were conducted with bank managers and staff of three banks to provide preliminary support for the conceptual framework. Findings – The three banks approached their CRM projects with very different results. Two banks achieved less success from their CRM implementation as a result of too little focus being placed on managing CRM‐induced change and people. Only one bank focused a large part of its CRM budget on change management and the organizational factors critical to the implementation. Results demonstrate a possible correlation between employees' commitment to the CRM initiative and the positive outcomes of a bank's performance. Research limitations/implications – This paper lays down the foundation for more thorough studies on employees' affective commitment to change in the CRM context. Empirical research will be needed to verify the conceptual model presented. Practical implications – The importance of identifying and securing employees' affective commitment to CRM‐induced change to ensure the successful roll out of a CRM implementation is highlighted. Originality/value – Initial evidence is gained of the importance of employee commitment to CRM induced change for successful CRM implementation. A total of six organizational drivers are identified which assist in gaining employee commitment to CRM induced change. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png European Journal of Marketing Emerald Publishing

Employees' affective commitment to change The key to successful CRM implementation

Philip Shum; Liliana Bove; Seigyoung Auh
European Journal of Marketing , Volume 42 (11/12): 26 – Nov 14, 2008
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References (79)

Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0309-0566
DOI
10.1108/03090560810903709
Publisher site
See Article on Publisher Site

Abstract

Purpose – Although organizational change is inevitable with customer relationship management (CRM) implementation, very little is known about how this change affect employees, and how their actions in turn influence the success of CRM projects. The purpose of this study is to address this void in the current CRM literature. Design/methodology/approach – Using an exploratory approach, 13 in‐depth interviews were conducted with bank managers and staff of three banks to provide preliminary support for the conceptual framework. Findings – The three banks approached their CRM projects with very different results. Two banks achieved less success from their CRM implementation as a result of too little focus being placed on managing CRM‐induced change and people. Only one bank focused a large part of its CRM budget on change management and the organizational factors critical to the implementation. Results demonstrate a possible correlation between employees' commitment to the CRM initiative and the positive outcomes of a bank's performance. Research limitations/implications – This paper lays down the foundation for more thorough studies on employees' affective commitment to change in the CRM context. Empirical research will be needed to verify the conceptual model presented. Practical implications – The importance of identifying and securing employees' affective commitment to CRM‐induced change to ensure the successful roll out of a CRM implementation is highlighted. Originality/value – Initial evidence is gained of the importance of employee commitment to CRM induced change for successful CRM implementation. A total of six organizational drivers are identified which assist in gaining employee commitment to CRM induced change.

Journal

European Journal of Marketing – Emerald Publishing

Published: Nov 14, 2008

Keywords: Customer satisfaction; Job satisfaction; Banking; Change management; New Zealand

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