Improving organisational responsiveness through CRM – the dynamics of strategy, information systems, and staff empowerment

Luciano Batista; Maureen Meadows; Sally Dibb; Matthew Hinton; Mathew Analogbei

Improving organisational responsiveness through CRM – the dynamics of strategy, information systems, and staff empowerment

Luciano Batista, Maureen Meadows, Sally Dibb, Matthew Hinton, Mathew Analogbei

Research output: Contribution to Book/Report › Chapter › peer-review

Abstract

Successful organisations are characterised by how they change their organisational practices in response to the external environment. This paper considers how CRM supports this process, focusing on the dynamics of strategy, information systems and staff empowerment. We report the findings of an empirical study of CRM adoption by financial services firms in Brazil. The study shows that improved organisational responsiveness is enabled by a ‘strategy-technology-staff empowerment’ pathway, rather than by the common ‘strategy-technology’ initiative adopted by many firms.

Original language	English
Title of host publication	British Academy of Management Conference Proceedings
Place of Publication	Liverpool
Publisher	British Academy of Management (BAM)
Publication status	Published - 1 Jan 2013

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abstract = "Successful organisations are characterised by how they change their organisational practices in response to the external environment. This paper considers how CRM supports this process, focusing on the dynamics of strategy, information systems and staff empowerment. We report the findings of an empirical study of CRM adoption by financial services firms in Brazil. The study shows that improved organisational responsiveness is enabled by a {\textquoteleft}strategy-technology-staff empowerment{\textquoteright} pathway, rather than by the common {\textquoteleft}strategy-technology{\textquoteright} initiative adopted by many firms.",

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AU - Hinton, Matthew

AU - Analogbei, Mathew

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AB - Successful organisations are characterised by how they change their organisational practices in response to the external environment. This paper considers how CRM supports this process, focusing on the dynamics of strategy, information systems and staff empowerment. We report the findings of an empirical study of CRM adoption by financial services firms in Brazil. The study shows that improved organisational responsiveness is enabled by a ‘strategy-technology-staff empowerment’ pathway, rather than by the common ‘strategy-technology’ initiative adopted by many firms.

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Improving organisational responsiveness through CRM – the dynamics of strategy, information systems, and staff empowerment

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