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Stephen F. King Author Vitae 《Industrial Marketing Management》2008,37(4):421-431
Customer Relationship Management (CRM) systems can help organizations manage customer interactions more effectively. Like many new technologies, CRM has been accompanied by vendor hype and stories of implementation failure. Work on critical success factors (CSFs) should encourage more appropriate implementation practice; however many CSF studies conclude with a list of factors but provide little further guidance. In particular, there is a need for stronger theoretical models of the entire CRM innovation process which can be used by managers to understand better the underlying causes of success and failure. This paper adopts a novel approach to this problem by firstly developing a conceptual model of CRM innovation and then converting this model into a dynamic simulation model. Some early simulation results illustrating changes in CRM benefits and organizational support over time are presented together with a discussion of the underlying causes and suggestions for how managers can counteract potential innovation failure. 相似文献
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Tae Kyung SungAuthor vitae 《Technological Forecasting and Social Change》2011,78(8):1310-1318
This research reviews the literature on business innovation, identifies CSFs for business innovation, empirically tests the validity of CSFs as well as examines the impact of CSFs on the success of business innovation, and investigates whether CSFs for business innovation are identical or different in normal and crisis economic conditions. Thorough extensive literature review, eleven CSFs were identified: motivation and rewards, TF team manpower, strategy, methodology, goals and measurement, organizational structure, change management, role of information technology, implementation, leadership, and communication. The respondents rated leadership as the most important CSF, followed by motivation & rewards, change management, TF team manpower, role of information technology, and strategy. In crisis economic conditions, the respondents evaluated leadership as the most important CSF, followed by motivation and rewards, TF team manpower, change management, strategy, and role of information technology. It may be that management approaches business innovation more strategically and methodologically to successfully complete business innovation projects since there are scarce resources and increasing pressure for success in crisis economic conditions. Regression analyses show that CSFs in total have very significant explanatory power in the success of business innovation and reveal that leadership and TF team manpower have the strongest explanatory power. 相似文献