Strategic Orientation and Customer Relationship Management: A Contingency Framework of CRM Success

Since their inception, the failure rate of customer relationship management (CRM) projects continues to be high. Using the "Miles and Snow" (1978) strategic typology, this paper advances a contingency framework to explain the failure rates and to better predict the success of CRM projects. The strategic typology perspective allows for the integration of firm strategic orientation, environmental factors, and customer characteristics for the development of a broad framework for understanding CRM success and failure. Several propositions are advanced for how internal and external factors can affect the success of CRM initiatives

The Effects of Perceived Management Concern for Frontline Employees and Customers on Turnover Intentions: Moderating Role of Employment Status

This study develops and tests a turnover intentions model, which examines the effects of frontline employees\u27 perceptions of management concern for employees and customers on turnover intentions, mediated by job satisfaction and affective organizational commitment. Using this model as a framework, the authors explore the role of employment status (full-time vs. part-time) as a moderator of the aforementioned relationships. The results indicate that perceived management concern for employees and customers has significant effects on employees\u27 turnover intentions. Employment status moderates the relationships between perceived management concern for employees and affective organizational commitment, perceived management concern for customers and job satisfaction, and affective organizational commitment and turnover intentions. Implications of the findings are discussed and future research avenues are offered