Positive Disruptions Caused by SCRM Activities in the SECI process of Knowledge Creation: Insights from Four Case Studies

Web 2.0 has been in the foray for a while playing an important role in threading business processes, various departments, systems and key stakeholders (within firms) to activate customer participation and involvement. In order to re-emphasize customer centricity, firms have been using SCRM (Social Customer Relationship Management) approach as a part of their CRM (Customer Relationship Management) strategy. The activities under SCRM are a major source for organizational knowledge creation that occurs due to a continuous dialogue between tacit and explicit knowledge. Also, various social platforms (operating for SCRM) where collaboration takes place acts as a shared context for knowledge creation. To comprehend the actions and limitations of a knowledge-creating firm thoroughly, this research paper examines the process of knowledge-creation by (1) revisiting Nonaka-Takeuchi SECI (Socialization, Externalization, Combination & Internalization) process to recognize how SCRM activities can be prolific in organizational knowledge creation (2) exploring positive disruptions created by integrating SCRM activities with four modes of SECI process for additional knowledge creation (3) analyzing case studies of four firms from consumer products sector that use SCRM approach and (4) discovering the elements under SCRM approach that satisfy ‘BA’ as a shared context

The effect of organizational culture on CRM success

Copyright @ 2013 EMCIS.The aim of this paper is to develop a theoretical framework exemplifying the effect of organizational culture on the success of Customer Relationship Management (CRM) systems' implementation. This is deemed significant as yet little research has investigated the role of organizational culture as a critical success factor to CRM implementation. The proposed theoretical framework is developed based on the notion that nurturing an organizational culture that promotes adaptive learning leads to better management of customer information that in turn improves the quality of customer information, which is considered a key contributor to successful implementation of CRM initiatives. The Competing Values Framework (CVF) is used to measure "Organizational Culture" since it has proven its validity in examining the effect of organizational culture on organizational effectiveness and performance

Improving the quality of human resources by implementation of internal marketing

Internal marketing includes programs intended for employees and their development. It is targeted on identifying, motivating and retaining customer oriented employees. For that reason, it is ov great importance for labour intensive, and especially service oriented compa¬nies, since knowledge, expertise, activity and behavior of employees create overall business portfolio that the consumers/clients are buying on external market. Regardless of its industry, adoption and implementation of internal marketing concept lead to long-term growth and success of the company. Internal marketing has important points of contact with human resources field of activity; therefore the analysis of internal marketing concept and its basic dimensions is a significant factor for creating competitive advantage in current business environment. The goal of internal marketing is to focus attention of employees on internal activities that need to be developed, maintained, and promoted for the purpose of business and strengthening competitiveness of the company on the external market. Human resources management through qualifying and motivation of employees to fulfill customer market needs as much as possible, namely to recruit appropriate personnel, and maintain and improve long-term relationship with them, is one of the key prerequisites for company’s business success.Human Resources, Internal Marketing, Competitiveness Improvement

Customer empowerment in tourism through Consumer Centric Marketing (CCM)

We explain Consumer Centric Marketing (CCM) and adopt this new technique to travel context. Benefits and disadvantages of the CCM are outlined together with warnings of typical caveats Value: CCM will be expected as the norm in the travel industry by customers of the future, yet it is only the innovators who gain real tangible benefits from this development. We outline current and future opportunities to truly place your customer at the centre and provide the organisation with some real savings/gains through the use of ICT Practical Implications: We offer tangible examples for travel industry on how to utilise this new technology. The technology is already available and the ICT companies are keen to establish ways how consumers can utilise it, i.e. by providing ‘content’ for these ICT products the travel industry can fully gain from these developments and also enhance consumers’ gains from it. This can result in more satisfied customers for the travel (as well as ICT) companies thus truly adopting the basic philosophy of marketin

Complementary effects of CRM and social media on customer co-creation and sales performance in B2B firms: The role of salesperson self-determination needs

Highlights Social media, CRM technology & social CRM enrich the knowledge of salespeople. Social media, CRM technology & social CRM support value co-creation efforts. Knowledge mediates the effects of social media, CRM technology, and social CRM. Job autonomy & sales quota ease moderate the effect of knowledge on value co-creation. Value co-creation increases sales performance. Abstract This study examines the effects of salespeople\u27s social media and customer relationship management (CRM) technology use on value co-creation through knowledge and the downstream impact on sales performance. Based on task-technology fit and self-determination theories, the findings reveal that social media, CRM technology, and their interaction support salespeople in their value co-creation efforts through the mediating role of knowledge enriched by these tools. The results indicate a significant moderating effect of salesperson job autonomy and sales quota ease in enhancing the relationship between knowledge and value co-creation. The study concludes by discussing important implications that stem from our analyses

Towards Design Principles for Data-Driven Decision Making: An Action Design Research Project in the Maritime Industry

Data-driven decision making (DDD) refers to organizational decision-making practices that emphasize the use of data and statistical analysis instead of relying on human judgment only. Various empirical studies provide evidence for the value of DDD, both on individual decision maker level and the organizational level. Yet, the path from data to value is not always an easy one and various organizational and psychological factors mediate and moderate the translation of data-driven insights into better decisions and, subsequently, effective business actions. The current body of academic literature on DDD lacks prescriptive knowledge on how to successfully employ DDD in complex organizational settings. Against this background, this paper reports on an action design research study aimed at designing and implementing IT artifacts for DDD at one of the largest ship engine manufacturers in the world. Our main contribution is a set of design principles highlighting, besides decision quality, the importance of model comprehensibility, domain knowledge, and actionability of results

The use of information systems for logistics and supply chain management in South East Europe: Current status and future direction

This research aims to investigate the current status and future direction of the use of information systems for logistics and supply chain management (LSCM) in South East Europe. The objectives are threefold: (1) to identify major challenges and developments on the use of information systems for LSCM by enterprises, (2) to examine the actual level of satisfaction of current policy on LSCM, and (3) to reveal the actual need of enterprises in South East Europe on effective use of information systems for LSCM. Mixed methodology of literature review and questionnaire survey is adopted in this research. Data collected from 79 enterprises are analysed using descriptive analysis in SPSS. The findings suggest that enterprises in Albania, Bulgaria, Greece, Former Yugoslav Republic of Macedonia (FYROM), Romania, and Serbia and Montenegro, face similar challenges but all are in different stages of developments of LSCM. Their use of information systems explains their heavy focus on supply chain partnership and weakness in demand chain partnership. Major findings suggest that companies and governments alike in that region do not seem to be ready for playing a significant and demanding role in global supply chains. Current deficiencies, including limited abilities in building valuable forward relations, weak strategic planning and organisation, and infrastructural problems, are major obstacles for fast development in LSCM. At the same time though, traces of changing mentalities do exist, setting the ground for improved performance and ultimately for a better position in global business

RELATIONSHIP ATTITUDE OF HUNGARIAN COMPANIES

Companies carrying out their business activities are looking for the key to long term success under constantly changing circumstances and economic conditions. In order to achieve company goals and in order to satisfy the needs of customers, companies are striving for establishing tight and long term relationship with their business partners and further interested parties nowadays. Companies exploring the sources of sustainable competitive advantage recognize that the effectiveness of the traditional marketing approach is decreasing, so there is a need to develop and apply a new and a more efficient marketing concept under these changed circumstances. The results of the survey conducted among Hungarian companies show that relationships play a more and more important role in the Hungarian business environment. In accordance with the suggestions and results of the international literature retaining existing customers is the most important aim of the marketing activity among the participating companies, but unfortunately the answerers most frequently said that the organization’s marketing planning is still focused on issues relating to the product offered by the company. Our results show that Hungarian companies are facing changes in the focus of the marketing activities. According to the literature only a small portion of the companies are using CRM systems successfully. The successful implementation of a CRM system requires several changes in the organization. One of the most important tasks is to change the orientation of the companies’ marketing activities. Instead of focusing on the product or a single transaction, companies should master the customer focused operation. The implementation of the technology can only be successful after these cultural changes are made. Changes in the practice of marketing are mainly based on the examination and adaptation the theoretical aspects of relationship marketing and relationship management. These provide an opportunity for the academic sphere and for practitioners to get to know and further develop new theoretical accomplishments and the latest best practice solutions. However, it still remains a question, that the technology development is driving the changes in the business orientation or inversely, the changes in business orientation are forcing the industry to provide new technology.customer relationship management, relationship marketing, relationship orientation, Institutional and Behavioral Economics,