Linking Customization Capability with CRM Technology Adoption and Strategic Alignment
Published Online:14 Dec 2021https://doi.org/10.1287/serv.2021.0286
References
- (1996) Measuring brand equity across products and markets. California Management Rev. 38(2):102–120.Crossref, Google Scholar
- (2004) Internet technology as a tool in customer relationship management. J. Amer. Acad. Bus. Cambridge 4(1/2):103–108.Google Scholar
- (2008) High touch through high tech: The impact of salesperson technology usage on sales performance via mediating mechanisms. Management Sci. 54(4):671–685.Link, Google Scholar
- (1988) Structural equation modeling in practice: A review and recommended two-step approach. Psych. Bull. 103(3):411–423.Crossref, Google Scholar
- (2003) E-customization. J. Marketing Res. 40(2):131–145.Crossref, Google Scholar
- (2019) Customer relationship management and big data enabled: Personalization & customization of services. Appl. Comput. Informatics 15(2):94–101.Crossref, Google Scholar
- (2006) The leveraging influence of strategic alignment on IT investment: An empirical examination. Inform. Management 43(3):308–321.Crossref, Google Scholar
- (2007) Embedded premium promotion: Why it works and how to make it more effective. Marketing Sci. 26(4):514–531.Link, Google Scholar
- (1998) Consumer Behavior and Marketing Action (Irwin, Chicago, OH).Google Scholar
- (2004) Antecedents and outcomes of marketing strategy comprehensiveness. J. Marketing 68(4):33–46.Crossref, Google Scholar
- (1995) The partial least squares (PLS) approach to causal modeling: Personal computer adoption and use an illustration. Tech. Stud. 2(2):285–309.Google Scholar
- (2009) The impact of technological and organizational implementation of CRM on customer acquisition, maintenance, and retention. Internat. J. Res. Marketing 26(3):207–215.Crossref, Google Scholar
- (2004) Ideal patterns of strategic alignment and business performance. Inform. Management 41(8):1003–1020.Crossref, Google Scholar
- (2005) Aligning manufacturing strategy and business-level competitive strategy in new competitive environments. J. Management Stud. 42(4):793–815.Crossref, Google Scholar
- (2020) Ambidextrous organizations in the banking sector: An empirical verification of banks’ performance and conceptual development. Internat. J. Human Resources Management 31(2):272–302.Crossref, Google Scholar
- (2007) Selecting a customization strategy under competition: Mass customization, targeted mass customization, and product proliferation. IEEE Trans. Engrg. Management 54(1):12–28.Crossref, Google Scholar
- (2021) A framework for the relationship implications of additive manufacturing (3D printing) for industrial marketing: Servitization, sustainability and customer empowerment. J. Bus. Indust. MarketingCrossref, Google Scholar
- (2021) Adoption of artificial intelligence-integrated CRM systems in agile organizations in India. Tech. Forecasting Soc. Change 168:120783.Crossref, Google Scholar
- (2003) Understanding customer relationship management (CRM): People, process and technology. Bus. Process Management J. 9(5):672–688.Crossref, Google Scholar
- (2012) Performance effects of IT capability, service process innovation, and the mediating role of customer service. J. Engrg. Tech. Management 29(1):71–94.Crossref, Google Scholar
- (1979) A paradigm for developing better measures of marketing constructs. J. Marketing Res. 16(1):64–73.Crossref, Google Scholar
- (2003) The foundation of insight: Three approaches to customer-centric understanding. Freeland JF, ed. The Ultimate CRM Handbook (McGraw-Hill, New York), 78–84.Google Scholar
- (2003) An investigation of team information processing in service teams: Exploring the link between teams and customers. J. Acad. Marketing Sci. 31(4):409–424.Crossref, Google Scholar
- (2007) Market knowledge dimensions and cross-functional collaboration: Examining the different routes to product innovation performance. J. Marketing 71(1):95–112.Crossref, Google Scholar
- (1985) Alternative forms of fit in contingency theory. Admin. Sci. Quart. 30(4):514–539.Crossref, Google Scholar
- (2012) The mass customization decade: An updated review of the literature. Internat. J. Production Econom. 138(1):14–25.Crossref, Google Scholar
- (2019) Customer relationship management capabilities and social media technology use: Consequences on firm performance. J. Bus. Res. 104:563–575.Crossref, Google Scholar
- (1981) Evaluating structural equations with unobservable variables and measure error. J. Marketing Res. 18(2):39–50.Crossref, Google Scholar
- (1996) The American customer satisfaction index: Nature, purpose, and findings. J. Marketing 60(4):7–18.Crossref, Google Scholar
- (1973) Designing Complex Organizations (Addison-Wesley, Reading, MA).Google Scholar
- (2019) Two routes of service modularization: Advancing standardization and customization. J. Services Marketing 33(1):73–87.Crossref, Google Scholar
- (1998) Relational benefits in services industries: The customers perspective. J. Acad. Marketing Sci. 26(2):101–114.Crossref, Google Scholar
- (2011) Critical factors underpinning the e-CRM activities of SMEs. J. Marketing Management 27(5–6):503–529.Crossref, Google Scholar
- (2021) Artificial intelligence in operations management and supply chain management: An exploratory case study. Production Planning Control. 10.1080/09537287.2021.1882690.Crossref, Google Scholar
- (1993) Strategic alignment: Leveraging information technology for transforming organizations. IEM Systems J. 38(2/3):472–484.Google Scholar
- (2019) Openness of technology adoption, top management support and service innovation: A social innovation perspective. J. Bus. Indust. Marketing 34(3):575–590.Crossref, Google Scholar
- (2008) Linking learning and effective process implementation to mass customization capability. J. Oper. Management 26(6):714–729.Crossref, Google Scholar
- (2013) Unpacking IT use and integration for mass customization: A service-dominant logic view. Internat. J. Production Res. 51(8):2527–2547.Crossref, Google Scholar
- (1992) The balances scorecard—Measures that drive performance. Harvard Bus. Rev. 70(1):71–79.Google Scholar
- (2009) The role of ERP implementation in enabling digital options: A theoretical and empirical analysis. Internat. J. Electronic Commerce 13(3):7–42.Crossref, Google Scholar
- (2001) Impact of information technology management practices on customer service. J. Management Inform. Systems 17(4):125–158.Crossref, Google Scholar
- (2014) Linking strategic flexibility and operational efficiency: The mediating role of ambidextrous operational capabilities. J. Oper. Management 32(7–8):475–490.Crossref, Google Scholar
- (2005) Operations Management, 7th ed. (Prentice-Hall, Englewood Cliffs, NJ).Google Scholar
- (2012) The impact of supply chain integration on mass customization capability: An extended resource-based view. IEEE Trans. Engrg. Management 59(3):443–456.Crossref, Google Scholar
- (2011) Linking supply chain management with mass customization capability. Internat. J. Physical Distribution Logist. Management 41(7):668–683.Crossref, Google Scholar
- (2006) Corporate social responsibility, customer satisfaction, and market value. J. Marketing 70(4):1–18.Crossref, Google Scholar
- (2019) The effects of strategic alignment and competitive priorities on operational performance: The role of cultural context. Oper. Management Res. 12(1–2):4–18.Crossref, Google Scholar
- (1996) The quality and effectiveness of marketing strategy: Effects of functional and dysfunctional conflict in intraorganizational relationships. J. Acad. Marketing Sci. 24(4):299–313.Crossref, Google Scholar
- (1996) Exploring the Relationship Between Marketing and Quality Functions at the SBU Level: Influences and Outcomes (University of Cambridge).Google Scholar
- (2016) The impact of cost, technology acceptance and employees’ satisfaction on the effectiveness of the electronic customer relationship management systems. Comput. Human Behav. 55(B):1052–1066.Crossref, Google Scholar
- (2014) Understanding customer relationship management technology adoption in small and medium-sized enterprises: An empirical study in the USA. J. Enterprise Inform. Management 27(5):541–560.Crossref, Google Scholar
- (1978) Psychometric Theory, 2nd ed. (McGraw Hill, New York).Google Scholar
- (1999) Whence consumer loyalty? J. Marketing 63(4):20–38.Google Scholar
- (2000) The performance impacts of quick response and strategic alignment in specialty retailing. Inform. System Res. 11(3):241–259.Link, Google Scholar
- (2005) A strategic framework for customer relationship management. J. Marketing 69(4):167–176.Crossref, Google Scholar
- (2013) Organizational learning and CRM success: A model for linking organizational practices, customer data quality, and performance. J. Interactive Marketing 27(1):1–13.Crossref, Google Scholar
- (2000) Customer relationship management (CRM) in financial services. Eur. Management J. 18(3):312–327.Crossref, Google Scholar
- (1991) Purchasing agents’ use of negotiation strategies. J. Marketing Res. 28(2):175–189.Google Scholar
- (2007) Managerial discretion and internal alignment under regulatory constraints and change. Strategic Management J. 28(11):1089–1112.Crossref, Google Scholar
- (1993) Making mass customization work. Harvard Bus. Rev. 71(5):108–118.Google Scholar
- (2003) Common method bias in behavioral research: A critical review of the literature and recommended remedies. J. Appl. Psych. 88(5):879–903.Crossref, Google Scholar
- (2019) CRM and organizational performance: A survey on telecommunication companies in Kuwait. Internat. J. Organ. Anal. 27(1):187–205.Crossref, Google Scholar
- (1996) Measuring the linkage between business and information technology objectives. Management Inform. Systems Quart. 20(1):55–81.Crossref, Google Scholar
- (2007) An examination of customer relationship management (CRM) technology adoption and its impact on business-to-business customer relationships. Total Quality Management Bus. Excellence 18(8):927–945.Crossref, Google Scholar
- (2010) Examining collaborative supply chain service technologies: A study of intensity, relationships, and resources. J. Acad. Marketing Sci. 38(1):71–89.Crossref, Google Scholar
- (2004) If everything is service, why is it happening now, and what difference does it make? J. Marketing 68(1):23–24.Crossref, Google Scholar
- (2010) The impact of new technologies on customer satisfaction and business to business customer relationships: Evidence from the soft drinks industry. J. Retailing Consumer Services 17(3):224–228.Crossref, Google Scholar
- (2001) Alignment between business and IS strategies: A configurational approach. Inform. Systems Res. 12(1):11–33.Link, Google Scholar
- (2019) How does strategic alignment affect firm performance? The roles of information technology investment and environmental uncertainty. Management Inform. Systems Quart. 43(2):453–474.Crossref, Google Scholar
- (2021) Amalgamation of customer relationship management and data analytics in different business sectors—A systematic literature review. Sustainability 13(9):5279.Crossref, Google Scholar
- (2015) Antecedents of mass customization capability: Direct and interaction effects. IEEE Trans. Engrg. Management 62(4):618–630.Crossref, Google Scholar
- (2018) Leveraging high-involvement practices to develop mass customization capability: A contingent configurational perspective. Internat. J. Production Econom. 196:335–345.Crossref, Google Scholar
- (2016) The impact of strategic alignment and responsiveness to market on manufacturing firm’s performance. Internat. J. Production Econom. 177:131–138.Crossref, Google Scholar
- (2015) A theoretical review of CRM effects on customer satisfaction and loyalty. Central Eur. Bus. Rev. 4(1):23–36.Crossref, Google Scholar
- (2021) Motives and performance outcomes of mass customization capability: Evidence from Chinese manufacturers. J. Manufacturing Tech. Management 32(2):313–336.Crossref, Google Scholar
- (2006) Aligning software processes with strategy. Management Inform. Systems Quart. 30(4):891–918.Crossref, Google Scholar
- (2003) Linking quality management to manufacturing strategy: An empirical investigation of customer focus practices. J. Oper. Management 21(1):1–18.Crossref, Google Scholar
- (2016) Integrating the supply chain … 25 years on. Internat. J. Physical Distribution Logist. Management 46(1):19–42.Crossref, Google Scholar
- (2017) Impact of product modularity on mass customization capability: An exploratory study of contextual factors. Internat. J. Inform. Tech. Decision Making 16(4):939–959.Crossref, Google Scholar
- (2013) Social media technology usage and customer relationship performance: A capabilities-based examination of social CRM. J. Bus. Res. 67(6):1001–1008.Google Scholar
- (2001) The impact of time-based manufacturing practices on mass customization and value to customer. J. Oper. Management 19(2):201–217.Crossref, Google Scholar
- (2004a) Manufacturing practices: Antecedents to mass customization. Production Planning Control 15(4):373–380.Crossref, Google Scholar
- (2004b) Measuring modularity-based manufacturing practices and their impact on mass customization capability: A customer-driven perspective. Decision Sci. 35(2):147–168.Crossref, Google Scholar
- (2020) The impact of customer relationship management and organizational culture on mass customization capability and firm performance. Internat. J. Customer Relationship Marketing Management 11(3):60–81.Crossref, Google Scholar
- (1989a) The concept of fit in strategy research: Toward a verbal and statistical correspondence. Acad. Management Rev. 14(3):423–444.Crossref, Google Scholar
- (1989b) Strategic orientation of business enterprise: The construct, dimensionality, and measurement. Management Sci. 35(8):942–962.Link, Google Scholar
- (2012) Customer engagement: Exploring customer relationships beyond purchase. J. Marketing Theory Practice 20(2):122–146.Crossref, Google Scholar
- (2021) The evolving role of artificial intelligence in marketing: A review and research agenda. J. Bus. Res. 128:187–203.Crossref, Google Scholar
- (2015) Strategic orientations and mass customization capability: The moderating effect of product life cycle. Internat. J. Production Res. 53(17):5278–5295.Crossref, Google Scholar
- (2011) Impacts of information technology on mass customization capability of manufacturing plants. Internat. J. Oper. Production Management 31(10):1022–1047.Crossref, Google Scholar
- (2020) Linking big data analytical intelligence to customer relationship management performance. Indust. Marketing Management 91:483–494.Crossref, Google Scholar
- (2015) Absorptive capacity and mass customization capability. Internat. J. Oper. Production Management 35(9):1275–1294.Crossref, Google Scholar
- (2019) Linking supply chain quality integration with mass customization and product modularity. Internat. J. Production Econom. 207:227–235.Crossref, Google Scholar
- (2003) Customer Relationship Management. Integrating Marketing Strategy and Information Technology (John Wiley & Sons Inc., Hoboken, NJ).Google Scholar
- (2008) The fit between product market strategy and business model: Implications for firm performance. Strategic Management J. 29(1):1–26.Crossref, Google Scholar

