TY - JOUR
T1 - How critical is employee orientation for customer relationship management? Insights from a case study
AU - Plakoyiannaki, Emmanuella
AU - Tzokas, Nikolaos
AU - Dimitratos, Pavlos
AU - Saren, Michael
PY - 2008
Y1 - 2008
N2 - This paper explores the interface of employee orientation and the Customer Relationship Management (CRM) process based on an in-depth case study of a leading firm in the UK automotive services sector. Employee orientation is embedded in the Organizational Culture (OC) of the firm and manifested through its key elements, notably assumptions, values, behaviours and artefacts. CRM consists of four organizational activities: strategic planning, information, value creation, and performance measurement sub-processes. Based on the case study evidence, the widely postulated link between CRM success and employee orientation is empirically supported and the mechanisms underlying this association elucidated.
AB - This paper explores the interface of employee orientation and the Customer Relationship Management (CRM) process based on an in-depth case study of a leading firm in the UK automotive services sector. Employee orientation is embedded in the Organizational Culture (OC) of the firm and manifested through its key elements, notably assumptions, values, behaviours and artefacts. CRM consists of four organizational activities: strategic planning, information, value creation, and performance measurement sub-processes. Based on the case study evidence, the widely postulated link between CRM success and employee orientation is empirically supported and the mechanisms underlying this association elucidated.
U2 - 10.1111/j.1467-6486.2007.00740.x
DO - 10.1111/j.1467-6486.2007.00740.x
M3 - Article
VL - 45
SP - 268
EP - 293
JO - Journal of Management Studies
JF - Journal of Management Studies
SN - 0022-2380
IS - 2
ER -