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    The Role of Integrated Customer Relationship Management and Social Capital on Customer Relationship Management Success

    Access Status
    Fulltext not available
    Authors
    Alamgir, Mohammed
    Quaddus, Mohammed
    Date
    2013
    Type
    Conference Paper
    
    Metadata
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    Citation
    Alamgir, Mohammed and Quaddus, Mohammed. 2013. The Role of Integrated Customer Relationship Management and Social Capital on Customer Relationship Management Success, in Halim, S. and Widyadana, I.G.A. (ed), Proceedings of the 3rd International Forum and Conference on Logistics and Supply Chain Management (LSCM), Jun 27-29 2013. Bali: Institute for Research and Community Service, Petra Christian University.
    Source Title
    The 3rd International Forum and Conference on Logistics and Supply Chain Management (LSCM) 2013
    Source Conference
    The 3rd International Forum and Conference on Logistics and Supply Chain Management (LSCM) 2013
    ISBN
    978-979-99765-2-9
    URI
    http://hdl.handle.net/20.500.11937/12316
    Collection
    • Curtin Research Publications
    Abstract

    Since the market competition becomes intense nothing but an integrated customer relationship management (ICRM) framework supported by social capital helps an organization to be successful. Few researches have been conducted in this regard where those issues are considered in isolation rather in an integrated fashion. Earlier literature on CRM mostly focuses on technology. Researchers also ignore the role of social capital on CRM success. Therefore, the main purpose of this research is to investigate the role of ICRM and social capital on CRM success. The present study combines the Resource-based view and social capital theory in developing CRM success framework. A Qualitative research approach has been taken in this study where seven relationship managers of different banks of Bangladesh have been interviewed. To identify the factors with their associated variables and to further develop a research model content analysis techniques have been utilized. The results of the interviews identified eighteen major variables affecting CRM success. This paper also highlights the research and managerial implications of the model.

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