Customer Relationship Management Implementation Gaps

Alex Ricardo Zablah · Danny Norton Bellenger · Wesley James Johnston

120 citations0/0 files storedJournal of Personal Selling and Sales Management

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Technology Adoption and User Behaviour ERP Systems Implementation and Impact Corporate Governance and Management

Abstract

Customer relationship management (CRM) implementation initiatives have been marred by failure, which many in the popular and academic literature attribute to limited technology acceptance among end users. This paper presents a conceptual model that depicts how the extent of alignment between the three constituent elements of a firm’s CRM program (employees, processes, and technology) influences end user acceptance of CRM technology. In particular, the model proposes that perceived process–technology, technology–employee, and employee–process gaps within CRM programs generate cognitive dissonance among end users, and that the level of dissonance generated ultimately determines whether individuals will adopt or resist the new technology. Research and managerial implications stemming from the literature are provided.

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2003User Acceptance of Information Technology: Toward A Unified View1 2017A Theory of Cognitive Dissonance 2000Determinants of Perceived Ease of Use: Integrating Control, Intrinsic Motivation, and Emotion into the Technology Acceptance Model 1991ORGANIZATIONAL INNOVATION: A META-ANALYSIS OF EFFECTS OF DETERMINANTS AND MODERATORS.1995Market Orientation and the Learning Organization 2000Why Don’t Men Ever Stop to Ask for Directions? Gender, Social Influence, and Their Role in Technology Acceptance and Usage Behavior1 1998Innovation, Market Orientation, and Organizational Learning: An Integration and Empirical Examination 2002Learning orientation, firm innovation capability, and firm performance

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