Customer relationship management (CRM) is one of the fastest growing business practices in today’s environment. CRM has been credited with substantial improvements in improving the effectiveness of sales forces. This paper offers an investigation of CRM implementation and proposes a model that explains the roles of organizational learning, business process orientation, customer-centric orientation, and task–technology fit in enabling the transformation of CRM from a technological tool to an advantage-producing resource. The development of the framework is based on extant theory and an analysis of responses to open-ended questions assessing (dis)satisfaction with CRM implementation. Implications for sales management are discussed.
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Raman et al. (2006) studied this question.