Implementation of a customer relationship management system from a knowledge management perspective
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[German title: Einführung eines Kundenbeziehungsmanagement-Systems aus einer Wissensmanagement-Perspektive]

Title: Knowledge sharing issues in the introduction of a new technology 
Author(s): David Finnegan, Leslie Willcocks 
Journal: Journal of Enterprise Information Management 
ISSN: 1741-0398 
Year: Volume: 19 Issue: 6 Page: 568 – 590 
DOI: 10.1108/17410390610708472 
Publisher: Emerald Group Publishing Limited 

Abstract: Purpose – This exploratory case study research aims to apply a processual analysis to the implementation of a customer relationship management (CRM) system from a knowledge management perspective to a contemporary (1999-2004) situation within a UK city council. The paper seeks to place a specific focus on areas neglected in previous CRM studies – sub-cultures, psychological contracts, how tacit knowledge is surfaced and transferred, and with what effects on implementation.
Design/methodology/approach – The paper investigates how the system stakeholders and the information system (IS) itself evolved through encountering barriers, sharing knowledge, finding new uses, inventing work-arounds.
Findings – A rich picture emerges of sub-cultural silos of knowledge linked with psychological contracts and power-based relationships influencing and inhibiting adoption and acceptance of the CRM system.
Originality/value – This case study research provides useful information on the implementation of a CRM system from a knowledge management perspective with a specific focus on sub-cultures, psychological contracts, how tacit knowledge is surfaced and transferred, and with what effects on implementation, which are areas neglected in previous CRM studies. 

Keywords: Customer relations, Knowledge management, Knowledge sharing, Psychological contracts, United Kingdom 

Article Type: Research paper 

Article URL: http://www.emeraldinsight.com/10.1108/17410390610708472

© Emerald Group Publishing Limited


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