Customer relationship management (CRM) : the effect of organisational culture : a longitudinal case study
The purpose of this study is to explore the effect of Organisational Culture (OC) on the practice of Customer Relationship Management (CRM) with the aim of developing a greater understanding of how OC may facilitate or impede the practice of CRM. The research purpose is analysed into the following research objectives: 1) to identify employees' and managers' perceptions of CRM, 2) to explore the practice of CRM and its constituents in the organisation, and 3) to explore the effect of OC on the practice of CRM. A longitudinal case study was conducted in a leading firm in the U.K. automotive services sector. The evidence collected from this study covered a variety of sources including a) 36 personal interviews, b) observation, and c) secondary data, such as company documents, press articles, trade publications, and archival data. As far as research objective (1) is concerned, the findings of this research indicate that people who are involved in the practice of CRM acknowledge its value, yet they may also misinterpret and confuse its meaning. With regard to research objective (2), the results of the case study suggest that CRM is an organisation-wide process that contributes to the creation and delivery of superior value to the customer. With reference to research objective (3), the OC of the investigated firm appears to be a multi-faceted construct consisting of different dimensions. Among these, the dimensions of customer orientation, employee orientation and centralisation seem to have a significant effect on the CRM process. Customer orientation and employee orientation facilitate significantly the deployment of CRM initiatives. The findings show that centralisation has mixed impact on the practice of CRM. This thesis contributes to the emerging theory of CRM by offering insights into the interface of CRM and OC, which is an under-explored theme in the literature.