The role of social media in the engagement and information processes of social CRM

Paul Harrigan, Morgan P. Miles, Yulin Fang, Sanjit K. Roy

Research output: Contribution to journalArticle

2 Citations (Scopus)

Abstract

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.
Original languageEnglish
Article number102151
Pages (from-to)1-19
Number of pages19
JournalInternational Journal of Information Management
Volume54
Early online date01 Jun 2020
DOIs
Publication statusPublished - Oct 2020

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