• Asia Marketing Journal
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• v.10 no.2
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• pp.31-69
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• 2008

The purpose of this study is to identify the organizational characteristics that enhance CRM performances of a company. Based on a review of diverse definitions of CRM performance, this study examines the relationships among CRM performance measures and organizational characteristics. A questionnaire survey of 123 CRM managers of Korean companies was conducted to test the proposed research model, and a series of structural equation modeling identified the strong effects of organizational characteristics on CRM performance. It was found that top management commitment to CRM and a firm's strategic readiness lead to high levels of CRM investment, which, in turn, enhance directly task-related performance and indirectly customer-related performance. This study also confirmed that customer orientation is significantly related to task-related CRM performance and that the variables of CRM commitment and organizational culture may enhance customerrelated performance indirectly through their effects on the task-related performance. However, organizational members' resistance to change was found to have no effects on CRM performance. Overall our research broadly supports the role of organizational characteristics revealed in the CRM literature.

• Journal of Korea Society of Digital Industry and Information Management
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• v.5 no.4
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• pp.273-293
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• 2009

The purpose of this study is to identify the organizational characteristics that enhance CRM performances of a company dipend on firm's size. Based on a review of diverse definitions of CRM performance, this study examines the relationships among CRM performance measures and organizational characteristics. A questionnaire survey of 140 CRM managers of Korean companies was conducted to test the proposed research model, and a series of structural equation modeling identified the strong effects of organizational characteristics on CRM performance. This study confirmed that firm's size is very important element of CRM performance. And organizational members' resistance to change was found to have no effects on CRM performance.

• Journal of the Korean Society for Aviation and Aeronautics
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• v.25 no.4
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• pp.1-23
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• 2017

Organizational culture among flight crews has a profound impact on the individual attitude and behavior of member flight crews, and active training is conducted focusing on improving flight crews' Crew Resource Management(CRM) performance. However, adequate research and training on the relationships between flight crew's individual culture and CRM performance have not been conducted. Hence, this study examined the effect of individual cultural values on CRM performance and the moderation effect of psychological safety, with captains and first officers working for commercial airlines as participants. For the factors related to individual cultural value scale, power distance had no significant effect on CRM performance, uncertainty avoidance had a significant negative effect, and individualism had a significant positive effect. With regard to the moderation effect of psychological safety on the relationships between individual cultural values and CRM performance, a significant interaction was found between power distance and CRM performance, but not between uncertainty avoidance and CRM performance, or between individualism and CRM performance. Power distance and CRM performance exhibited a strong negative correlation in case of low psychological safety. Compared to existing research measuring the cultural characteristics of pilot groups on a national or organizational culture level, this study is uniquely valuable in that it also covers the relationship between individual cultural values of commercial airline flight crews and CRM performance.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.11 no.2
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• pp.758-764
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• 2010

This study showed effective and new applicative direction of CRM of medical management after arranging CRM researches, measuring CRM activity and the results of medical institutions and clearing factors having an effect. In other words, 'Human Factors' variables and 'Physical Factors' variables have an effect on the result of CRM. 'Human Factors' variables have an effect on the qualitative result and 'Physical Factors' variables have an effect on the quantitative performance. In more strategic CRM continuum, Human Factors have a significant effect on the whole performance of CRM. And in more tactical, CRM continuum Human Factors and Physical Factors have significant effect on the whole performance of CRM. Consequently, The key point is grasp of what characteristics exist in CRM between strategic level and tactical level. This provides the foundation for the variables in marketing practice.

• Korean Management Science Review
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• v.25 no.1
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• pp.193-208
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• 2008

While CRM has recently attracted a lot of attention among academics and practitioners, most academic research in this area has focused on consumer markets, but CRM in industry markets is less focused research area so far. Companies in industry market have suspected effects of the relationship between CRM's activities and performance which is related to customer satisfaction and customer loyalty. The main purpose of this research support CRM strategy development. Therefore, this research is focused on as follows; first, defining the concept of CRM and performance second, identifying the customer relationship's characteristics and CRM relational activities in industrial markets third, verifying the relationship between customer satisfaction and customer loyalty in the case of Steel industry which is whether the CRM relational activities have effects on customer loyalty directly, or indirectly through customer satisfaction.

• The KIPS Transactions:PartD
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• v.17D no.1
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• pp.67-76
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• 2010

To date the major business investments have been made in CRM continuously, even though many executives realized the return expected from the investment in expensive cutting-edge IT components for CRM system. However, researcher have not clearly answer the role and effects of CRM systems. The research is designed to identify the CRM system's chain-reaction effects, to investigate the relationships between factors identified, and to provide the roles and effects of CRM system in strategic perspectives. The findings illustrate that the improved information capability and enhanced competitive advantages encouraged by the CRM system implementation may lead strategic performances improvement, and finally financial performance improvements.

• CRM연구
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• v.1 no.1
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• pp.3-22
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• 2006

As customer relationship management (CRM) has been increasingly adopted by corporations as a core business strategy, measuring performance of CRM is becoming an important managerial issue recently. In this study, we present a conceptual framework formeasuring CRM performance, and provide strategic priorities among the diagnostic perspectives and factors involved in the framework by analyzing their comparative weights. We first derived critical success factors of CRM from an extensive literature review and in-depth interviews with industrial and academic CRM experts, and categorized them into one of four different diagnostic perspectives. Then, we asked a group of CRM experts to evaluate each set of diagnostic factors in a pairwise fashion with respect to each perspective, computing their comparative weights by using the Analytic Hierarchy Process (AHP) technique. In terms of diagnostic perspectives, this study shows that customer perspective was the most critical perspective, whereas infrastructure was the least weighted perspective. The result also discloses that explicit goal and top management's attitude, expanding customer relationship, strengthening customer loyalty, and enhancing customer equity are the most important factors in infrastructure, CRM process, customer, and organizational performance perspective, respectively.

• Journal of Distribution Science
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• v.5 no.2
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• pp.35-53
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• 2007

Customer relationship management(CRM) is perceived to be failing, and there is an urgent need for some practical ways to address this issue. The research presented in this article demonstrates that the implementation of CRM activities delivers greater profits. The author examine the key drivers and information technology process in implementing CRM using data collected from a diverse sample of firms. The results show that IT processes and top manager's commitment of CRM play a vital role in enchancing an organization's customer relationship performance. The study provides insights into why the use of customer orientation might not always deliver the expected customer relationship performance outcome.

• Proceedings of the Korea Society for Industrial Systems Conference
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• 2008.10b
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• pp.194-198
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• 2008

Under the rapid change of business circumstance to E-business, CRM is one of the major strategic choices to reinforce the relationship with customers. In this point, this study attempts to understand the relationships among the quality of CRM and the variables of post adoption on the innovation diffusion theory. With integration of information system success model and innovation diffusion theory, it developed a research model and several hypotheses focusing on CRM performance of post-adoption. To testify the hypotheses, it conducted a survey on insurance industry and performed a statistical analysis for the research model with structure equation model. The results show that the factors of CRM quality (system, service, and information) have significant relationships with level of CRM usage and satisfaction. And the relationships between satisfaction and CRM performance and between CRM performance and intension of CRM extension are found as statistically significant.

• Journal of Digital Convergence
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• v.10 no.3
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• pp.79-92
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• 2012

The purpose of this study are to examine the difference between the recognition and the satisfaction of CRM marketing's order of priority based on consumers type, and to define how both employees' recognition of priority and the performance influence on industry's financial and non-financial effect. As a result, a subjected industry turned out that the recognition of priority and satisfaction based on consumers type were different from each other, and employees' recognition of CRM marketing's of priority was different but it showed the both party's priority were same. The compared result between consumers' satisfaction and employees' recognition of performance is that employee's evaluation is overrated in proportion to consumers' satisfaction. Furthermore, among CRM marketing's priority, differentiating and sustainability of customers influenced on financial and non-financial appraisal but customers satisfaction did not.