Understanding CRM–service quality relationships through a multi-theoretical contingency framework: evidence from emerging economy banking

Purpose Although Customer Relationship Management (CRM) is widely regarded as a strategic mechanism for enhancing service quality in retail banking, empirical findings remain inconsistent, particularly within emerging economy contexts. This conceptual paper addresses the persistent CRM–service quality paradox by arguing that the relationship between CRM and service quality is neither universally positive nor linear, but contingent upon customer-level relational conditions, specifically Customer Commitment. The study develops an integrated multi-theoretical framework explaining how distinct CRM dimensions differentially influence perceived service quality and proposes Customer Commitment as a critical moderating mechanism. Design/methodology/approach The paper synthesises insights from Expectancy Disconfirmation Theory, Customer Engagement Theory, and Commitment-Trust Theory within the IDIC (Identify, Differentiate, Interact, Customize) CRM architecture. Building on this integration, the study advances six theoretically grounded propositions linking CRM dimensions to service quality outcomes. To facilitate future empirical validation, a mixed-methods sequential research design is proposed, comprising qualitative interviews with Nigerian retail banking customers, a large-scale survey analyzed using Partial Least Squares Structural Equation Modelling (PLS-SEM), and a longitudinal panel design to establish temporal relationships. Findings The paper advances a contingency-based reconceptualization of CRM effectiveness by demonstrating that identical CRM practices may produce divergent service quality outcomes depending on customers' commitment levels. The framework further distinguishes between volitional customer engagement, which enhances service experiences, and forced customer involvement, which may undermine perceived service quality. In doing so, the study extends Commitment-Trust Theory by repositioning Customer Commitment from a relational outcome to a perceptual moderator shaping customers' interpretations of CRM practices. Research limitations/implications As a conceptual study, the framework requires empirical validation across diverse institutional and cultural settings. Nevertheless, the propositions are theoretically grounded, falsifiable, and intended to provide a robust foundation for future doctoral and scholarly investigations into CRM effectiveness in emerging markets. Practical implications The study suggests that retail banks in emerging economies should calibrate CRM strategies according to customer commitment profiles rather than applying uniform relationship-management practices. For low-commitment customers, trust-building and relational assurance should precede intensive engagement initiatives. Social implications This study has important social implications for how retail banks in emerging economies manage customer relationships in a more equitable and trust-sensitive manner. By highlighting Customer Commitment as a key moderating factor, it shows that customers experience CRM practices differently depending on their relational readiness and trust levels. This reduces the risk of over-engagement or perceived intrusion, which can negatively affect vulnerable or low-commitment customers. The framework encourages banks to adopt more inclusive, ethical, and customer-sensitive relationship strategies that build trust gradually. Ultimately, this supports stronger financial inclusion, improved customer dignity, and more balanced digital banking relationships in sub-Saharan Africa. Originality/value This paper contributes to CRM and service management scholarship in four important ways. First, it reconceptualizes Customer Commitment as a moderating rather than outcome variable. Second, it distinguishes customer engagement from customer involvement, highlighting the potentially detrimental consequences of excessive participation demands. Third, it advances a contingency perspective of CRM effectiveness by demonstrating that CRM practices may generate both positive and negative service quality outcomes. Finally, the study contextualizes CRM theory within sub-Saharan African banking environments, a significantly underexplored setting in the relationship marketing literature.