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Title: The effect of organisational culture and leadership on CRM implementation in Saudi Arabian organisations
Author: Basahel, Sarah
ISNI:       0000 0004 5988 8657
Awarding Body: Brunel University London
Current Institution: Brunel University
Date of Award: 2016
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Past studies have talked about the impact of leadership or impact of culture on implementation of Customer Relationship Management (CRM) systems. Implementation of CRM is considered as a change process and most authors agree that leadership and culture play an important role in change projects. However, past research does not look at the combined impact of leadership and culture on implementation of CRM and also, how leadership and culture affect each other. Leaders are argued to be the architects as well as the products of organisational culture and hence understanding of their relationship is critical to develop leadership approaches for the implementation of CRM in different contexts. This study aims to explore how CRM implementation is impacted by the organisational culture and leadership in Saudi Arabian organisations. Three companies, Company (A), Company (B) and Company (C) were used as case studies. Data as collected using semi structured interviews. This thesis finds that leadership plays a very critical role in implementation of CRM in Saudi Arabia especially because leadership has the capability to influence culture as well, especially in high power distance societies like Saudi Arabia. Findings from case study organisations indicate that leaders adopted transactional and autocratic leadership styles in implementation of CRM. These leadership styles have resulted in a number of problems in coordination, communication and implementation of CRM as well as low levels of interaction between top management and the employees working at the front end. This study finds that an autocratic leadership style negatively influences customers’ experience in customer-oriented industries. Moreover, organisational culture plays an important role in implementation of CRM system. It shapes how employees interact with each other and how they interact with their superiors and subordinates and guides employees about what to do and what not to do, including practices, values, and assumptions about their work. This study also found that organisational culture plays an important role in planning implementation and effectiveness of CRM systems in organisations. If there is a mismatch between organisational culture and an information system, it can lead to a number of problems such as delays in offering services to customers.
Supervisor: Alshawi, S. Sponsor: Saudi Arabia Government ; King Abdullaziz University
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID:  DOI: Not available
Keywords: Culture and leadership ; Leadership and CRM ; CRM in Saudi Arabian organisations ; Culture and CRM ; CRM implementation