TY - JOUR
T1 - The role of social media in the engagement and information processes of social CRM
AU - Harrigan, Paul
AU - Miles, Morgan P.
AU - Fang, Yulin
AU - Roy, Sanjit K.
N1 - Includes bibliographical references
PY - 2020/10
Y1 - 2020/10
N2 - This study furthers investigation into exactly how Social CRM (S-CRM) is different from traditional CRM, and models the interrelationships between its capabilities. It is underpinned in dynamic capabilities theory, to explain how social media, as a resource all organizations use, can lead to differing performance outcomes. It is underpinned in seminal research into traditional CRM, but which does not cater for the disruptive nature of social media. We outline how S-CRM is a second-order dynamic capability consisting of a set of first-order integrative dynamic capabilities that, when properly interrelated, lead to performance outcomes. We particularly model the role of S-CRM front- and back-office technology capabilities, customer engagement initiatives, and social information processes in driving customer relationship performance. Findings show that S-CRM is different from traditional CRM in a range of ways in the front- and back-offices, and provide a framework for researcher and managers in information systems and marketing to operate at strategic and tactical levels within S-CRM, while being congisant of both.
AB - This study furthers investigation into exactly how Social CRM (S-CRM) is different from traditional CRM, and models the interrelationships between its capabilities. It is underpinned in dynamic capabilities theory, to explain how social media, as a resource all organizations use, can lead to differing performance outcomes. It is underpinned in seminal research into traditional CRM, but which does not cater for the disruptive nature of social media. We outline how S-CRM is a second-order dynamic capability consisting of a set of first-order integrative dynamic capabilities that, when properly interrelated, lead to performance outcomes. We particularly model the role of S-CRM front- and back-office technology capabilities, customer engagement initiatives, and social information processes in driving customer relationship performance. Findings show that S-CRM is different from traditional CRM in a range of ways in the front- and back-offices, and provide a framework for researcher and managers in information systems and marketing to operate at strategic and tactical levels within S-CRM, while being congisant of both.
KW - Customer engagement initiatives
KW - Dynamic capabilities
KW - Social CRM
KW - Social information processes
KW - Social media
UR - http://www.scopus.com/inward/record.url?scp=85085583215&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=85085583215&partnerID=8YFLogxK
U2 - 10.1016/j.ijinfomgt.2020.102151
DO - 10.1016/j.ijinfomgt.2020.102151
M3 - Article
AN - SCOPUS:85085583215
SN - 0268-4012
VL - 54
SP - 1
EP - 19
JO - International Journal of Information Management
JF - International Journal of Information Management
M1 - 102151
ER -