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Relationship Management (relationship + management)
Kinds of Relationship Management Selected AbstractsHow Critical is Employee Orientation for Customer Relationship Management?JOURNAL OF MANAGEMENT STUDIES, Issue 2 2008Insights from a Case Study abstract 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. [source] Creating Public Value in E-Government: A Public-Private-Citizen Collaboration Framework in Web 2.0AUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION, Issue 2010Glenn Hui Whether dealing with Public-Private Partnerships (PPP), or with other forms of service provision and delivery, public managers face difficulties in responding to ever-growing demands for more and better quality services. The question of how to do more, but without doing more of the same, can perhaps be answered partially through the use of some of the recently developed and innovative tools that build on Web 2.0 and by the application of Citizen Relationship Management. This article discusses a simple input-output Public-Private-Citizen Collaboration (PC2) framework which reflects the collaborative interactions through which public and private stakeholders can exchange and process information with citizens. The framework highlights the need for genuine involvement of the public and suggests that by utilising new Web 2.0-based tools citizens can participate both in the processes of creating and crafting web-based content and in enhancing service design. If used in relation to PPPs such tools may very well be able to help governments access much needed information so as to both better visualise and actualise public value in PPP-based service delivery. [source] Capability, Quality, and Performance of Offshore IS Vendors: A Theoretical Framework and Empirical InvestigationDECISION SCIENCES, Issue 2 2010Prashant C. Palvia ABSTRACT Information systems (IS) offshoring has become a widespread practice and a strategic sourcing choice for many firms. While much has been written by researchers about the factors that lead to successful offshoring arrangements from the client's viewpoint, the vendor's perspective has been largely scarce. The vendor perspective is equally important as offshore IS vendors need to make important decisions in terms of delivering operational and strategic performance and aligning their resources and processes in order to meet or exceed targeted outcomes. In this article, we propose and test a three-level capability,quality,performance (CQP) theoretical framework to understand vendor outcomes and their antecedents. The first level of the framework represents three vendor capabilities: relationship management, contract management, and information technology management. The second level has three mediating variables representing process quality: partnership, service, and deliverable quality. The third level has three dependent variables representing vendor outcomes: operational performance, strategic performance, and satisfaction. The model was tested with 188 vendor firms from India and China, the two most popular destinations for IS offshoring. Results support the CQP framework; vendor capabilities are significant predictors of intermediate quality measures, which in turn affect vendor outcomes. Implications of the study findings to both theory development and IS offshore vendor strategic decision making are discussed. [source] Manufacturing Practices and Strategy Integration: Effects on Cost Efficiency, Flexibility, and Market-Based PerformanceDECISION SCIENCES, Issue 3 2005Morgan Swink ABSTRACT Manufacturing plant managers have sought performance improvements through implementing best practices discussed in World Class Manufacturing literature. However, our collective understanding of linkages between practices and performance remains incomplete. This study seeks a more complete theory, advancing the idea that strategy integration and enhanced manufacturing capabilities such as cost efficiency and flexibility serve as intermediaries by which practices affect performance. Hypotheses related to this thesis are tested using data from 57 North American manufacturing plants that are past winners and finalists in Industry Week's"America's Best" competition (Drickhamer, 2001). The results suggest that strategy integration plays a strong, central role in the creation of manufacturing cost efficiency and new product flexibility capabilities. Furthermore, strategy integration moderates the influences of product-process development, supplier relationship management, workforce development, just-in-time flow, and process quality management practices on certain manufacturing capabilities. In turn, manufacturing cost efficiency and new product flexibility capabilities mediate the influence of strategy integration on market-based performance. These findings have implications for practice and for future research. [source] Customer Learning Processes, Strategy Selection, and Performance in Business-to-Business Service Firms,DECISION SCIENCES, Issue 2 2004Debra Zahay ABSTRACT Learning about customers takes place through relevant dialogues with those customers, also known as customer relationship management (CRM). As relationships develop, information about the customer is gathered in the firm's customer information systems (CIS): the content, processes, and assets associated with gathering and moving customer information throughout the firm. This research develops a measure of CIS management capabilities based on learning organization theory and measured by the ability to get, store, move, and use information throughout the business unit. This measure is then used to analyze customer learning processes and associated performance in the context of marketing strategic decision making. This study of 209 business services firms finds that generic marketing strategy positioning (low-cost and differentiation) and the marketing tactics of personalization and customization are related to CIS development. Customer information systems development in turn is associated with higher levels of customer-based performance, which in turn is associated with increased business growth. Since the strongest association with customer-based performance is strategy selection, the long-term benefits of the knowledge gained from the CIS may be in the ability to assist in measuring customer-based performance, rather than in the ability to immediately contribute to performance. Finally, for these firms, customization and personalization are not directly associated with performance and thus may not be necessary to support every firm's marketing strategy. [source] From vendor to partner: Why and how leading companies collaborate with suppliers for competitive advantageGLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 3 2008Jonathan Hughes Despite the emergence of supplier relationship management, many types of barriers prevent companies from transforming traditional purchasing relationships with key suppliers into powerful collaborations that can produce substantial value for both parties. The secret of collaborative customer-supplier relationships is not only what the parties do together but also what they believe about each other and how they interact. Using recent survey data, the author discusses the behaviors, perceptions, and practices that inhibit vendor-customer collaboration; examines several successful partnerships involving leading companies; examines what constitutes a "good" business-to-business relationship; and recommends steps companies can take to begin to transform their key supplier relationships into real partnerships. © 2008 Wiley Periodicals, Inc. [source] End-user access to multiple sources: incorporating knowledge discovery into knowledge managementINTELLIGENT SYSTEMS IN ACCOUNTING, FINANCE & MANAGEMENT, Issue 4 2002Katharina Morik The End-User Access to Multiple Sources,Eams system,integrates given information sources into a knowledge management system. It relates the world of documents with the database world using an ontology. The focus of developing the Eams system is on the acquisition and maintenance of knowledge. Hence, in both worlds, machine learning is applied. In the document world, a learning search engine adapts to user behaviour by analysing the click-through-data. This eases the personalization of selecting appropriate documents for users and does not require further maintenance. In the database world, knowledge discovery in databases (KDD) bridges the gap between the ,ne granularity of relational databases and the actual information needs of users. KDD extracts knowledge from data and, therefore, allows the knowledge management system to make good use of already existing company data,without further acquisition or maintenance. A graphical user interface provides users with a uniform access to document collections on the Internet (Intranet) as well as to relational databases. Since the ontology generates the items in the user interface, a change in the ontology automatically changes the user interface without further efforts. The Eams system has been applied to customer relationship management in the insurance domain. Questions to be answered by the system concern customer acquisition (e.g. direct marketing), customer up- and cross-selling (e.g. which products sell well together), and customer retention (here, which customers are likely to leave the insurance company or ask for a return of a capital life insurance). Documents about other insurance companies and demographic data published on the Internet contribute to the answers, as do the results of data analysis of the company's contracts. Copyright © 2003 John Wiley & Sons, Ltd. [source] Services and functions provided by European city tourist offices: a longitudinal studyINTERNATIONAL JOURNAL OF TOURISM RESEARCH, Issue 1 2003Karl W. Wöber Abstract Tourism has become a major source of employment, revenue, international awareness and opportunity in European cities. As competition among European cities grows, the efficiency of management in city tourism organisations (CTOs) becomes increasingly important. This article reports on a longitudinal study of 50 European CTOs over the 4-year period from 1995 to 1999. The aim of the study is to examine the changes in functions provided by European CTOs during the given period of time. Findings reveal that five identifiable function categories can characterise the changes that happened during the given period of time: hotel booking service, commerce, conventional information dissemination, advanced information product and relationship management. It is argued that information technology and role change are the main driving forces of these changes. Copyright © 2003 John Wiley & Sons, Ltd. [source] Blogging Practices: An Analytical FrameworkJOURNAL OF COMPUTER-MEDIATED COMMUNICATION, Issue 4 2007Jan Schmidt This article proposes a general model to analyze and compare different uses of the blog format. Based on ideas from sociological structuration theory, as well as on existing blog research, it argues that individual usage episodes are framed by three structural dimensions of rules, relations, and code, which in turn are constantly (re)produced in social action. As a result, "communities of blogging practices" emerge-that is, groups of people who share certain routines and expectations about the use of blogs as a tool for information, identity, and relationship management. This analytical framework can be the basis for systematic comparative and longitudinal studies that will further understanding of similarities and differences in blogging practices. [source] An analysis of trust among globally distributed work teams in an organizational settingKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 3 2007Sue Newell Regardless of whether a project team is located in the same workplace or distributed around the world, trust remains an important element deemed necessary to facilitate knowledge sharing and collaborative work. At the same time, distribution across sites presents challenges to trust building that are not present among co-located teams. A further complicating factor in trust building among distributed teams is national culture. As we demonstrate, the impact of nationality can be increased when organizations put the distributed sites in a competitive frame. Using the Newell and Swan threefold typology of trust, this paper analyzes trust among IT work teams whose members are located at sites that are distributed in the United States, Ireland, and India. Our case analysis confirms the problematic nature of trust building among globally distributed teams. Specifically, we found that due to situational factors and socio-psychological dynamics an ,Us versus Them' attitude prevails among the distributed sites. This paper concludes that the traditional approaches used by organizations to address the challenges of global collaboration are insufficient and that trust building in an organizational setting requires project managers to actively work on relationship management to minimize the impact of an inter-group perspective. Copyright © 2007 John Wiley & Sons, Ltd. [source] Toward fluent instructional design in the context of peoplePERFORMANCE IMPROVEMENT, Issue 7 2008William L. Solomonson CPT The instructional designer faces the dual task of driving the instructional design process while managing a positive relationship with the subject matter expert. It is this latter task of relationship management that is often overlooked in practice and research in the field of human performance technology. [source] Empowering salespeople: Personal, managerial, and organizational perspectivesPSYCHOLOGY & MARKETING, Issue 2 2006Rolph E. Anderson The traditional seven steps of personal selling have remained virtually unchanged since the early 1900s. Meanwhile, the actual roles and duties of salespeople have pushed far into customer relationship management (CRM). Psychologically and professionally, salespeople need greater empowerment for their expanding CRM responsibilities. However, empowerment is a complex process requiring several individual, managerial, and organizational changes for successful implementation. As part of the empowerment process for its salespeople, companies need to provide supporting structures, processes, and incentives for customer-oriented behavior. At the same time, the Internet and other telecommunications advances in the macroenvironment are accelerating empowerment changes in personal selling,mainly on the customer side of the exchange. To effectively and efficiently carry out their growing yet still poorly defined CRM roles, salespeople need to be comprehensively empowered, trained, motivated, and rewarded. Companies that most effectively empower their salespeople should reap substantial rewards in profitability and loyalty from both their salespeople and customers. © 2006 Wiley Periodicals, Inc. [source] Critical Success Factors of CRM Technological InitiativesCANADIAN JOURNAL OF ADMINISTRATIVE SCIENCES, Issue 1 2003Anne-Marie Croteau As an increasing number of organizations realize the importance of becoming more customer-centric in today's competitive economy, they are also discovering that they must deliver authentic customer knowledge across multiple organizational functions and at all customer touch points. This paper compiles the critical success factors of customer relationship management (CRM) technological initiatives realized by 57 large organizations in Canada. The data analysis is performed using structural equation modeling techniques such as PLS. Résumé Évoluant dans une économie fort compétitive, un nombre croissant d'organisations réalisent l'importance de mieux comprendre leurs clients. Elles découvrent alors qu'elles peuvent gérer les connaissances acquises á leur sujet lors des contacts pris avec eux, et les intégrer adéquatement aux multiples fonctions organisationnelles. Cet article relate les facteurs critiques de succés nécessaires lors de l'implantation d'initiatives technologiques supportant la gestion de la relation client (GRC). L'analyse des résultats obtenus auprés de 57 grandes organisations canadiennes est réalisée en testant plusieurs équations structurelles à l'aide de la méthode des moindres carrés partiels (PLS). [source] | ||||||||||||||||||||||