The current issue and full text archive of this journal is available on Emerald Insight at:

https://www.emerald.com/insight/2059-5891.htm

Success
The impact of organizational implementation
factors on E-CRM
success implementation
Chi Nguyen Thi Khanh and Le Thai Phong
Faculty of Business Administration, Foreign Trade University, Hanoi, Vietnam, and
Received 30 May 2020
Kien Dinh Cao Revised 7 September 2020
7 October 2020
Foreign Trade University, Hanoi, Vietnam 21 October 2020
Accepted 21 October 2020

Abstract
Purpose – This paper aims to analyze the effects of organizational factors on electronic customer
relationship management (e-CRM) successful implementation.
Design/methodology/approach – Data were collected through a structured questionnaire survey
conducted in Vietnam. The dataset consists of 241 valid responses by individuals working at Vietnamese
airlines. Correlation analysis and structural equation modeling were used to examine the causal relationships
among organizational factors, customer orientation, knowledge management, data quality and CRM strategy.
Findings – The result shows that organizational factors have influence on e-CRM success. However, there
are other factors needed to be more considered that are customer orientation having the most influence,
following by knowledge management and technology. Still other factors have indirect effect on e-CRM
success such as data quality and CRM strategy.
Originality/value – This study is among the first to examine an integrated model depicting the direct and
indirect effects of organization factors on e-CRM success. From this perspective, this paper provides an
improved understanding of how customer orientation and organizational factors, technology and knowledge
management influences airlines applying e-CRM. This study also provides several implications for practice.
The paper suggests airline providers and marketing managers, especially those in Vietnam, focus more on
customer orientation activities. The paper also recommends that airlines should pay attention to its
organizational structure in line with its customer-orientation strategy.
Keywords Customer orientation, Knowledge management, Organizational factors, Technology,
Firm restructuring
Paper type Research paper

1. Introduction
Firm characteristics (size, strategy, maturity of information system) and CEO characteristics
(age, education) are seen as organizational variables (Ko et al., 2008). Moreover, in recent
years, organizational factors (OFs) are considered as aspects relating to human resource
management, organizational structure and resource allocation (Hung et al., 2010). Previous
studies have addressed various aspects of CRM and e-CRM deployment in a variety of
business areas where organizational factors are seen as determinants of CRM and e-CRM
success (Rossignoli et al., 2017). It can be suggested that OFs are becoming a priority
concerning evaluating CRM. Therefore, this study investigates the effect of OFs on e-CRM
success in the context of airline industry.
VINE Journal of Information and
Knowledge Management Systems
This paper is a result of the research group on “Corporate Restructuring”, Foreign Trade University © Emerald Publishing Limited
2059-5891
(Vietnam). DOI 10.1108/VJIKMS-05-2020-0096
VJIKMS With the development of information technology, many businesses have turned CRM to
e-CRM (Romano and Fjermestad, 2003), because e-CRM has been becoming a part of a Sense-
and-Respond organization, with an information technology (IT)-enabled capability of
adaptation to a rapidly changing business environment (Kapoor et al., 2005). Moreover, e-CRM
helps companies to attract and retain customers as well as leverage customer knowledge (Kim
and Hawamdeh, 2008) and is an important tool in fostering relationships with customers as
well as helps enterprises in developing profitable relationships (Rakesh and Khare, 2011).
Moreover, Rigby et al. (2002) showed that up to 55% of all CRM projects were failures,
which lead to do research on CRM success. Therefore, some studies have investigated CRM
success in different perspectives such as five factors influencing CRM success (knowledge
management, OFs, customer orientation, technology and CRM experience) (Garrido-Moreno
and Padilla-Meléndez, 2011) or data quality and CRM strategy (Tohidi and Jabbari, 2012;
Goodhue et al., 2002). On the other hand, the paper also found many studies analyzing
e-CRM separately involving human, or technology, or process (Alt and Puschmann, 2004;
Ahmad and Al-Zu’bi, 2011). Thus, besides OFs there is indeed of considering other factors
on analyzing e-CRM success. However, examining both the direct and indirect effects on
e-CRM success is scant. In addition, for the aviation industry in general and in countries
with transitional economies, research on e-CRM implementation has been little attention.
Therefore, to bridge these gaps, the current paper proposed the e-CRM framework with
direct and indirect effects of OFs, knowledge management, customer orientation,
technology, data quality and CRM strategy.
Consequently, the questions in this paper are the following: Do OFs and other factors
affect e-CRM in airline industry? What are their roles in e-CRM success? What do airlines do
in implementing e-CRM success? To answer these questions, the paper examines the effects
of factors (i.e. OFs, knowledge management, customer orientation, technology, data quality
and CRM strategy)on e-CRM success in airline industry.

2. Theoretical framework
2.1 E-CRM success and organizational factors
In literature research, Frow and Payne (2009, p.11) addressed that “CRM is a cross-
functional strategic approach concerned with creating improved shareholder value through
the development of customer relationship”. However, with the development of information
technology, CRM has currently developed into e-CRM (Chan and Lam, 2004).
Many studies have viewed e-CRM in different perspectives. E-CRM is considered as a
tool to maintain customer relationships by using the Internet in business and gaining the
benefits and success (Ab Hamid, 2005), or is viewed as the technology strategy focused on
marketing activities in all business operations (Kennedy et al., 2006). Otherwise, Ortega et al.
(2008) considered e-CRM as a solution based on technology. From Pushkala et al.’s (2006)
findings, a successful e-CRM really needs to integrate information technology, information
resources (i.e. customer database, good interaction with customers), as well as
organizational resources. As there is the high failure rate in CRM deployment (Roh et al.,
2005), it needs for a framework in examining factors influencing the success of e-CRM
implementation. In evaluating the impact of e-CRM success, there are some indicators to
measure such as financial and marketing results (Garrido-Moreno and Padilla-Meléndez,
2011; Sin et al., 2005). From this respect, there are two measurements in e-CRM success
examined in this paper which are financial and marketing results.
Organizational factors are determinants involved directly or indirectly in the business
structure, human resource and managerial sides (Alshawi et al., 2011; Lucchetti and
Sterlacchini, 2004). Similarly, Sin et al. (2005) also suggested that implementing e-CRM will
change the structure and processes of business. Therefore, to successfully implemented Success
e-CRM, enterprises need to restructure their business and value chain orientation (Ko et al., implementation
2008). Besides, aspects of OFs such as employees, leadership and organizational structure
directly impact CRM success (Garrido-Moreno and Padilla-Meléndez, 2011). For example,
human factors are extremely important because business processes and technology application
are related to people (Mendoza et al., 2007). From the work of Quaye et al. (2018),there are six
CRM practices such as complaint handling, trust, commitment, commination, competences and
social bonds which proposed as drivers customer loyalty through satisfaction in research of
341 passengers of small airline carriers in Ghana. Thus, employees’ training and motivation
have influence on implementing e-CRM (Garrido-Moreno and Padilla-Meléndez, 2011).
Likewise, leadership is a critical factor in the information systems and marketing research
areas (Farhan et al., 2018) and top management is to develop objectives and knowledge of e-
CRM systems (Farhan et al., 2018). Drawing from the above research, it can be seen that
organizational factors play important role in innovating business process and implementing
information technology such as e-CRM. Consequently, the hypothesis is proposed that:

H1. Organizational factors positively impact e-CRM success

2.2 Other factors influencing e-CRM success

Technology is considered as the factor relating to the soft and hard aspects of CRM
implemented (Alshawi et al., 2011). Thus, technological systems are suggested as a key
component in e-CRM solution deployment (Mendoza et al., 2007; Edwards et al., 2009).
Obviously, drawing from the study of Grimson et al. (2000), lack of IT is a key obstacle in
e-CRM while the level of integration between processes also has effect (Chen, 2003). Other
studies on the implementing e-CRM also indicated that technology is factor having effect on
e-CRM success (Lucchetti and Sterlacchini, 2004; Alshawi et al., 2011). According to Sin et al.
(2005), the e-CRM system allows enterprises to provide the personalized services with high
quality and low cost. Hence, customer-oriented activities cannot be successful without
information technology (Chalmeta, 2006). Otherwise, Abu-Shanab and Anagreh (2015)
represented that technology, customers and people are the three factors affecting the success
of applying CRM in changing environment. Therefore, the paper proposes the hypothesis:

H2. Technology positively impacts e-CRM success.

Customer orientation is understood as a tool to provide customers with more value added
(Narver and Slater’s, 1990). Customer orientation also means focusing on the customer in
business operations in order to build a long-term relationship (Bentum and Stone, 2005).
Consequently, this factor is an integral part of evaluating an e-CRM success (Garrido-
Moreno and Padilla-Meléndez, 2011). Likewise, CRM and customer orientation have a
positive link with the development of long-term customer relationships (Rapp et al., 2010).
Other hand, “overall customer-bank relationship quality, trust, and satisfaction have a
statistically significant correlation to e-CRM implementation” (Sivaraks et al., 2012, p.113).
Thus, customer orientation is one of the key determinants of the successful deployment
(Bentum and Stone, 2005; Soltani et al., 2018). Moreover, customer orientation positively
affects CRM which consequently improves overall firm performance (Chuang and Lin,
2013). Hence, the paper proposes the following hypothesis:

H3. Customer orientation positively impacts e-CRM success.

VJIKMS Knowledge management is the ability of an organization to acquire, manage, and distribute
real-time information with customers, products, and services to quickly respond to customer
needs and quickly make informed decisions on feedback (Alavi and Leidner, 2001).
Knowledge management is essential assets in modern institutions as it maintains
institutional learning, development, success and innovation (Lee et al., 2016). For example,
Phung (2016) suggested that knowledge management leads to higher profitability through
increasing CRM capability. Consequently, Mahawrah et al. (2016) proposed the impact of
KM on e-CRM success in which KM is considered as one of the critical management
information systems utilizing in a different business sectors. Knowledge management
influences the deployment of e-CRM as it involves changes in organizational visibility
and innovation. In addition, other empirical studies have confirmed that knowledge
management affects the implementation of e-CRM (Garrido-Moreno et al., 2014). Thus, the
paper proposes the following hypothesis:

H4. Knowledge management positively impacts e-CRM success.

Data quality is considered as the factor that links directly to the concept of data quality and
the way to be conducted in e-CRM implementation (Alshawi et al., 2003). Obviously, data
involving customer information is considered as a determinant for the CRM system in which
the data is focused on the processes of capturing, analyzing and sharing the right quantity
and quality of customer information (Farhan et al., 2018). Goodhue et al. (2002) pointed out
that although there are conceptual methods and programs for obtaining data quality, many
businesses implemented e-CRM without unaware of customer data problems or not
investing enough in improving data quality. In addition, Xu et al. (2002) addressed that
business taking concern on data quality will discovered and solved the issue in e-CRM
adoption. In this vein, data quality seems to be a factor for increasing e-CRM success. Thus,
the paper posits that:

H5c. Data quality positively impacts e-CRM success.

CRM strategy is referred as a strategy about customer management implemented from the
low management level to top management level decisions or from the bottom up which have
effect on e-CRM implementation (Ahearne et al., 2012). Moreover, CRM strategy which helps
the organization in gaining goals and objectives, is the backbone to employ the CRM system
project (Farhan et al., 2018). Similarly, Frow and Payne (2009) suggested that the CRM
strategy was specifically defined at the outset, widely communicated to all organizational
staff to facilitate the deployment and operation of e-CRM. Therefore, CRM strategy which is
in line with corporate strategy, affects directly e-CRM readiness (El Essawi and El Aziz,
2012). From this respect, few research also stressed the influence of CRM strategy on the
successful deployment of e-CRM (Pozza et al., 2012; Abu-Shanab and Anagreh, 2015;
Anshari and Almunawar, 2018). Drawing from this research, CRM strategy plays important
role in e-CRM success. As such, the research hypothesizes that:

H6c. CRM strategy positively impacts e-CRM success.

2.3 The mediating roles

Following the literature research of Frow and Payne (2009), the level of customer data and
analysis is important when determining an appropriate approach to customer relationships.
Storey et al. (2012) so far stated that the effectiveness of using data quality is likely belongs
to organizational factors including employees and top management. They argured that poor
data quality is a major cause for damages or losses of business processes through Success
organizational factors. Likewise, data quality has influence on responsibility and control implementation
within senior teams and prompting directors to make decisions more rapidly (Merendino
et al., 2018). White et al. (2008) also discuss degrees of organizational factors translating data
quality in the successful implementation of IT rather than the presence of data quality.
Therefore, data quality helps to adopt CRM system through human resource (Zahay et al.,
2012). When it comes to e-CRM implementation, data quality effectively exploited will
induces the success of e-CRM through organizational factors. In turn, the current paper
proposes the hypothesis:

H5a. Data quality positively impacts e-CRM success through organizational factors
On the other hand, using the validated tool in CRM assessment would help companies
identify how they need to change if they are to achieve more sophisticated relationships with
their customers (Frow and Payne, 2009). Additionally Ryals and Knox (2001) impressed that
many businesses implement e-CRM without unaware of customer data problems in
improving data quality because of insufficient technology. For example, data quality (e.g.
draw information captured via the Internet, email click-throughs, service encounters and
telephone call centers) reflects the success of information system through technology (Zahay
et al., 2004). Ang and Taylor (2005) also investigated that customer relationship performance
is improved when businesses have information processes to obtain and utilize information
from multi-channel touch points. Consequently, CRM technology is central point in
translating data quality to CRM success adoption (Zahay et al., 2012). Drawing from this
research, the current research proposes that data quality translated through technology will
influences e-CRM success. Hence, the hypothesis is proposed that:

H5b. Data quality positively impacts e-CRM success through technology.

So far, Ahearne et al. (2012) highlighted that the important task of CRM strategy in adopting
CRM effectiveness is to establish and maintain customer. In other words, the customer support
functions of the CRM strategy are the main sources of influence on customer orientation which
in turn induces CRM success (Wu and Lu, 2012). Otherwise, Wu and Chen (2012) suggested
that different enterprise types should plan CRM strategies for improving customer interaction
system which in turn increase CRM successful implementation. Application of CRM strategy is
a great opportunity to increase customer value and provides a way to systematically retain
customers (Lin and Su, 2003). It can be seen that strategies in CRM will help firms target
customer orientation which lead to capture the effectiveness of e-CRM adoption. From this
respect, customer orientation seems to play mediating role in the relationship between CRM
strategy and e-CRM success. Therefore, the hypothesis is posited that:

H6a. CRM strategy positively impacts e-CRM success through customer orientation
Initially, Grant (1996) revealed that organizational strategy can be perceived as
organization’s plan of deploying knowledge management. Continuously Zheng et al. (2010)
confirmed the path of KM as the strategy having effect on performance. Otherwise, CRM
strategy is in line with the organizational strategy (Farhan et al., 2018). Hence, CRM strategy
and knowledge management together will help firms build up better customer relationship,
increase customer satisfaction and obtain business performance (Lin and Su, 2003). When it
comes to e-CRM, failure in e-CRM could be avoided if CRM strategies are linked with
employees, customers and channels (Sen and Sinha, 2011). Drawing from this research, the
VJIKMS paper predicts that strategy translating through KM is more likely to have relationship with
e-CRM success. As such, the research hypothesizes that:

H6c. CRM strategy positively impacts e-CRM success through knowledge management.
The conceptual model is summarized in Figure 1.

3. Research methodology
3.1 Survey instrument
The research used the structured questionnaire to collect data and test research hypotheses
in the model. In particular, to proxy the Organizational factors, the paper adopted nine items
all used by Sin et al. (2005), Garrido-Moreno and Padilla-Meléndez (2011). Customer
orientation construct was measured by six items all used in Narver and Slater (1990) and Sin
et al. (2005). Knowledge management was measured by four items employed by Beijerse
(1999), Sin et al. (2005) and Mahawrah et al. (2016). Technology construct was measured by
four items adapted from Chang et al. (2005), Chen and Ching (2004) and Sin et al. (2005).
Moreover, CRM strategy was measured by four items adapted from Ahearne et al. (2012)
and Farhan et al. (2018). The scale of data quality contained four items from Alsawi et al.
(2003) research. Lastly, e-CRM results were measured by four items for financial results and
three items for marketing results all used in Chen and Ching (2004), Sin et al. (2005) and
Garrido-Moreno and Padilla-Meléndez (2011).
All items were measured by 11-point Likert scales. The respondents were asked to rate
the level of agreement to each statement from 0- completely disagree to the highest point at
10-completely agree (with average point at 5). Leung (2011) suggested that researchers use
the 11-point scale because of their normal distribution and near-scale accuracy. The details
of measurement items are shown in Table 1.

3.2 Sample and data collection

For the purpose of this study, the research population was defined to be people involving in
e-CRM deployment of four airlines in Vietnam. These people involving work at airlines for
more than 5 years at top management position and at e-CRM project teams and also are
directly dealing with activities relating to customers. The sample size was determined at
least 200 observations as per the rule of thumb in multivariate analysis literature (Lee and
Comrey, 1979).

H5c

Organizaonal
H5a factors H1
Data quality
H5b Technology H2

E-CRM success
Customer H3
H6a orientaon
CRM strategy
Figure 1. H4
H6b Knowledge
Research model and management
hypotheses
H6c
 Success
Item code Item description Source
implementation
Organizational factors (OF)
OF1 Airline has the qualified employees and resources necessary to Sin et al. (2005); Garrido-
succeed in e-CRM Moreno and Padilla-
OF2 Training programs are designed to help employees develop the Meléndez (2011)
skills needed to properly manage customer relationships
OF3 The performance of employees is measured and rewarded on basis
of detecting customer demand and customer satisfaction with
service received
OF4 Airline encourages employees to comply with e-CRM objectives
OF5 Airline has set clear business objectives that involve attracting and
retaining customers, and have communicated these goals to all
members
OF6 Top management concerns e-CRM as a top priority
OF7 Top management is deeply joined in implementing e-CRM
OF8 The organizational structure is set up with customer-centric
manner
OF9 Open and two-way communication are available between different
departments
Customer orientation (CO)
CO1 Airline’s business objectives are focused to customer satisfaction Narver and Slater
CO2 Airline closely controls and assesses its level of commitment in (1990); Sin et al. (2005)
serving the needs of customers
CO3 Airline’s competitive advantage is based on understanding the
customer demand
CO4 Airline’s business strategies are motivated by the goal of increasing
value for customers
CO5 Airline usually measures customer satisfaction
CO6 Airline pays great attention to after-sales service
Knowledge management (KM)
KM1 Airline provides channels to allow continuous two-way Beijerse (1999), Sin et al.
communication with key customers (2005); Mahawrah et al.
KM2 Airline has set up processes to collect customer knowledge (2016)
KM3 Airline can make quick decisions with knowledge of the
customer
KM4 Airline can provide real customer information that allows for quick
and accurate interaction with them
Technology (IT)
IT1 Airline has a dedicated technical team to provide technical support Chang et al. (2005), Sin
for the use of e-CRM technology in building customer relationships et al. (2005)
IT2 Airline has right hardware to serve its customers
IT3 Airline has right software to serve its customers
IT4 Airline’s information system is integrated on different functional
areas
CRM strategy (ST)
ST1 Airline establishes a clear business-focused strategy Ahearne et al. (2012),
ST2 CRM strategy is in the strategic plan of VNA Farhan et al. (2018)
ST3 Airline defines the specific objectives to be achieved by e-CRM for
each stage
ST4 Airline communicates to all employees about the strategy and goals
of e-CRM Table 1.
(continued) Measurement scale
items for variables
VJIKMS
Item code Item description Source

Data quality (DT)

DT1 Airline can consolidate customer information in a centralized Alsawi et al.. (2003)
database
DT2 Customer information is collected fully and in accordance with the
needs of use
DT3 Customer information is secure
DT4 The data is updated correctly
e-CRM success
FI1 E-CRM helps airline high profit Sin et al. (2005); Garrido-
FI2 E-CRM helps airline growth in selling tickets Moreno and Padilla-
FI3 E-CRM helps airline reduce in costs Meléndez (2011)
FI4 E-CRM helps airline growth in market share
MA1 E-CRM helps airline improve image and prestige
MA2 E-CRM helps airline increase customer satisfaction
Table 1. MA3 E-CRM helps airline increase customer loyalty

Before launching the large scale survey, a pilot study was conducted with 25 employees
working at Noi Bai Airport to ensure the clarity of the questions. After that, the
questionnaire was revised and pretested with 70 workers at Tan Son Nhat Airport. The
results showed that all items of research constructs were adequately reliable and valid
(Cronbach’s alpha coefficient of each construct was from 0.70 to 0.85).
Then, the large scale survey was launched from March 25 to July 16, 2018, at four airlines
in Vietnam including Vietnam Airlines, Jetstar Airlines, Bamboo Airlines and Pacific
Airlines. We approached 400 people and obtained 131 responses as 8 responses have
missing information and were excluded from the study. The final sample consists of 241
valid observations, yielding a response rate of 60.25 %. Demographics of respondents are
presented in Table 2.
Regarding the information of respondents, the survey was completed exclusively
by staffs (84.6%), middle managers (14.1 %) and top managers (1.2 %). Specifically,
the paper observed how the position of participants in airlines was the one with a
higher frequency in customer relationship department (37.4 %), followed by services
(29 %).

3.3 Data analysis method

The confirmatory factor analysis (CFA) and structural equation modeling (SEM) were
employed to test the causal relationships among organizational factors, technology,
customer orientation, knowledge management, data quality and CRM strategy on e-CRM
success. Therefore, SPSS AMOS 20.0 was employed in this paper. CFA is used to verify
the reliability and validity of proposed constructs. The adequacy of CFA threshold
values is suggested by Hair et al. (2010). The model fit acquires the satisfactory fit such as
Chi-square/df > 3; CFI, Tucker–Lewis Index (TLI), IFI > 0.9 and RMSEA < 0.08 (Hair
et al., 2010; Schreiber et al., 2006). The factor loadings of each items are larger than 0.5
and indicate that the constructs reach convergent validity (Hair et al., 2010; Schreiber
et al., 2006). The factor loadings of each item reach convergent validity for more than 0.5
(Hair et al., 2010). Cronbach’s Alpha and composite reliability coefficients have to be
larger than 0.7 and average variance extracted must be larger than 30% (Fornell and
Larcker, 1981).
Demographic % of sample
Success
implementation
Gender
Male 54.4
Female 45.6
Age
20 – 30 22.8
31 – 40 43.6
41 – 50 27.8
Above 50 5.8
Training education
Colleges 7.9
University 73.9
Master 18.3
Working area
Technology 5.8
Service 29
Commercial transactions 5.8
Marketing 7.5
Data analysis 5
Customer relationship 17.4
Quality management 15
Manage 20
Other 14.9
Position
Top managers 1.2
Middle managers 14.1
Staff 84.6 Table 2.
100 Sample profile

4. Results
4.1 Measurement model
To assess the validity and reliability, the results of CFA indicate an adequate model fit (Chi-
square/df = 1.743; CFI = 0.925; TLI = 0.917; IFI = 0.926; RMSEA = 0.056). Table 3
shows that factor loadings of items were larger than 0.5, the Cronbach’s Alpha and
composite coefficients were larger than 0.7 and average variance extracted were larger than
0.5. This means that the measurement indicators can reflect the characteristics to be
measured with good convergent validity and reliability.
The composite reliability of latent variables is 0.994 for organizational factors,
0.951 for customer orientation, 0.813 for knowledge management, 0.795 for technology,
0.761 for CRM strategy, 0.850 for data quality, 0.854 for financial results and 0.847 for
marketing results, all of which are greater than the threshold value of 0.6 (Bagozzi and
Yi, 1988; Schreiber et al., 2006). AVE of all proposed constructs are larger than 0.5.
The squared correlation among the constructs is less than their individual AVE
(Fornell and Larcker, 1981). Thus, the internal consistency of this study is generally
acceptable.

4.2 Hypothesis testing results

Table 4 shows the path analysis results using SEM on the whole sample. The baseline model
has a good fit (Chi-square/df = 1.958; CFI = 0.910; TLI = 0.902; IFI = 0.910; RMSEA = 0.063).
VJIKMS Factor Standard Standardized Cronbach’s
Construct Loading Error factor loading t-value Alpha CR AVE

Organizational factors (OF) 0.856 0.994 0.595

OF1 1.000 0.774
OF2 0.955 0.076 0.757 12.581***
OF3 0.993 0.078 0.782 12.795***
OF4 0.917 0.076 0.756 12.137***
OF5 1.016 0.083 0.759 12.255***
OF6 0.974 0.073 0.835 13.385***
OF7 0.978 0.083 0.745 11.724***
OF8 0.982 0.193 0.760 6.672***
OF9 1.254 0.187 0.753 6.704***
Customer orientation (CO) 0.951 0.872 0.760
CO1 1.000 0.861
CO2 1.068 0.056 0.889 19.136***
CO3 1.039 0.053 0.900 19.611***
CO4 1.047 0.057 0.873 18.348***
CO5 0.977 0.055 0.858 17.870***
CO6 1.170 0.063 0.872 18.431***
Knowledge management (KM) 0.813 0.860 0.740
KM1 1.000 0.867
***
KM2 0.923 0.050 0.893 18.573
KM3 0.875 0.055 0.815 15.926***
KM4 1.036 0.059 0.868 17.608***
Technology (IT) 0.795 0.772 0.500
IT1 1.000 0.105 0.663
***
IT2 0.927 0.118 0.674 8.832
IT3 1.176 0.113 0.820 9.939***
IT4 0.961 0.665 8.535***
CRM strategy (ST) 0.761 0.733 0.540
ST1 1.000 0.642
ST2 1.210 0.137 0.775 8.854***
ST3 1.171 0.135 0.781 8.672***
Data quality (DT) 0.850 0.772 0.590
DT1 1.000 0.706
DT2 1.152 0.104 0.784 11.091***
DT3 1.253 0.116 0.789 10.758***
DT4 1.222 0.111 0.788 11.016***
Financial results (FI) 0.854 0.749 0.560
FI1 1.000 0.770
FI2 0.712 0.070 0.646 10.241***
FI3 1.000 0.075 0.846 13.360***
FI4 1.083 0.082 0.846 13.264***
Table 3. Marketing results (MA) 0.847 0.809 0.660
MA1 1.000 0.742
The reliability and MA2 0.997 0.080 0.813 12.454***
convergent validity MA3 1.155 0.091 0.867 12.722***
of the measurement
scales Notes: AVE: Average variance extracted (>0.5); CR: Composite Reliability (>0.5); ***<0.01
The hypothesized relationships are all statically significant and positive, except for H5c and Success
H6c (p >0.05). Therefore, the proposed H1, H2, H3, H4, H5a, H5b, H6a and H6b are implementation
supported.
Table 5 represents the saturated model after removing the direct effects of data quality
and CRM strategy on E-CRM success. The findings also addressed the good fit of
saturated model (Chi-square/df = 1.820; CFI= 0.923; TLI= 0.916; IFI = 0.923; GFI= 0.917;
RMSEA= 0.058).
In order to assess the total impact of all factors in the model about e-CRM
implementation; we used direct, indirect and total effect analysis. The result (Table 6)
reports the direct and indirect effects of all variables on e-CRM success. Organizational
factors, technology, customer orientation and knowledge management have significant
direct effects while data quality and CRM strategy have indirect influence on e-CRM
success. The total effect of data quality on e-CRM success is 0.143 (sum of direct and
indirect effect through organizational factors and technology). Similarly, the total effect
of CRM strategy on e-CRM success is 0.352 through customer orientation and
knowledge management. It can be suggested that CRM strategy plays more important
role than data quality on e-CRM success. Meanwhile, the total effect of customer
orientation on e-CRM successful implementation is 0.572 which is highest among the
predictors. Otherwise, the total impact of organizational factors is lowest than others
(0.082) (Figure 2).

Path
Relationships Coefficient p Test result

H1: Organizational factors ! E-CRM success 0.084 0.025 Supported

H2: Technology ! E-CRM success 0.190 0.013 Supported
H3: Customer orientation ! E-CRM success 0.574 *** Supported
H4: Knowledge management ! E-CRM success 0.188 *** Supported
H5a: Data quality ! Organizational factors 0.393 *** Supported
H5b: Data quality ! Technology 0.305 *** Supported
H5c: Data quality ! E-CRM success 0.032 0.742 Not supported
H6a: CRM strategy ! Customer orientation 0.516 *** Supported
H6b: CRM strategy ! Knowledge management 0.305 *** Supported
H6c: CRM strategy ! E-CRM success 0.017 0.834 Not supported Table 4.
Path analysis results
Notes: ***<0.001; Chi-square/df = 1.958; CFI = 0.910; TLI = 0.902; IFI = 0.910; RMSEA = 0.063 of the baseline model

Relationships Estimate Error R2 values p

Organizational factors ! E-CRM success 0.082 0.060 1.332 0.018

Technology ! E-CRM success 0.178 0.089 2.789 0.005
Customer orientation ! E-CRM success 0.572 0.079 8.113 ***
Knowledge management ! E-CRM success 0.187 0.051 3.622 ***
Data quality ! Organizational factors 0.393 0.097 5.199 ***
Data quality ! Technology 0.625 0.082 6.863 ***
CRM strategy ! Customer orientation 0.516 0.112 5.826 ***
CRM strategy ! Knowledge management 0.305 0.114 3.829 *** Table 5.
The results of
Note: Estimate- resgression weights; ***<0.01 saturated model
VJIKMS Path Direct effect Indirect effect Total effect

Organizational factors ! E-CRM success 0.082 0.000 0.082

Technology ! E-CRM success 0.178 0.000 0.178
Customer orientation ! E-CRM success 0.572 0.000 0.572
Knowledge management ! E-CRM success 0.187 0.000 0.187
Data quality ! Organizational factors 0.393 0.000 0.393
Data quality ! Technology 0.625 0.000 0.625
Data quality ! E-CRM success 0.000 0.143 0.143
CRM strategy ! Customer orientation 0.516 0.000 0.516
Table 6. CRM strategy ! Knowledge management 0.305 0.000 0.305
Direct, indirect and CRM strategy ! E-CRM success 0.000 0.352 0.352
total effect
coefficients Notes: Chi-square/df = 1.820; CFI = 0.923; TLI = 0.916; IFI = 0.923; GFI = 0.917; RMSEA = 0.058

0.143

Organizaonal
0.393
factors 0.082
Data quality
0.652 Technology 0.017

E-CRM success
Customer 0.572
0.516
orientaon
CRM strategy
Figure 2. 0.187
0.305 Knowledge
Structural model management
for e-CRM
0.352

5. Discussion
Generally, customer orientation is found to be the most determinant on e-CRM successful
implementation, following by knowledge management, technology and organizational factors. The
two other factors like data quality and CRM strategy have indirect influence on e-CRM success.
Contrary to the idea of organizational factors as antecedents of CRM success and affected
by the variables knowledge management, technology and customer orientation (Garrido-
Moreno and Padilla-Meléndez, 2011; Sin et al., 2005; Hessami, 2015), OFs just have at least
influence comparing with other three direct factors. Therefore, H1, H2, H3 and H4 were
accepted. Besides, data quality and CRM strategy only have an indirect effect on e-CRM
success through other four direct factors. Thus, H5 and H6 were only partially confirmed
because these variables just have indirect influence on e-CRM.
Our research results in which customer orientation is a key success factor and OFs has
least effect on e-CRM success, is far more different than other previous studies. Although
other researches confirmed the effect of customer orientation (Garrido-Moreno and Padilla-
Meléndez, 2011; Sin et al., 2005; Chen and Ching, 2004), they showed OFs as the most
determinant on e-CRM success (Garrido-Moreno and Padilla-Meléndez, 2011; Goodhue et al.,
2002) and also as the major factors leading to e-CRM failures (Wikstrom, 2006). For example,
Hessami (2015) also suggested that organizational factor was the most important and the
most sensitive followed by people, technology and process.
 On the other hand, our research shows the direct effects of knowledge management and Success
technology on e-CRM success which was also proposed by other studies, but it still find a implementation
little gap. Like, Technological factor was considered as the most impact on CRM and e-CRM
implementation (Angeles and Nath, 2003). Knowledge management played a crucial role in
CRM success (Zablah et al.,2004) and people management was more concerned than
technology (Swan et al., 2011). Unlike, Garrido-Moreno and Padilla-Meléndez (2011) found
these two factors only have an indirect effect on CRM success. Moreover, KM is one of the
direct effect on e-CRM in a wide range of business sectors (Mahawrahet al., 2016). The paper
found knowledge management and technology have similar direct effect on e-CRM.
Additionally, the indirect effects are CRM strategy and data quality while in research of
Garrido-Moreno and Padilla-Meléndez (2011) showed the indirect effects as customer
orientation, knowledge management and technology. Some studies also confirmed the
impact of these factors (Rigby et al., 2002). Like many previous studies, data quality has
direct influence on OFs (Storey et al., 2012; Merendino et al., 2018) while CRM strategy has
direct effect on customer orientation (Ahearne et al., 2012; Wu and Lu, 2012; Wu and Chen,
2012) and knowledge management (Ahearne et al., 2012; Sen and Sinha, 2011). Therefore,
H6a, H5a and H5b were tested.
Finally, it can be suggested that customer orientation and technology are paid more
attention in developing countries like Vietnam than organizational factors (employees and
leadership) on implementing e-CRM. Actually, the technology of transitional economy
countries is lagging behind from developed countries in Europe and America, and also the
market economy is still partially influenced by the state. Consequently, customer orientation
and technology are indeed considered as the first priority in e-CRM successful implementation.

6. Conclusions
This study examined the direct and indirect effects of OFs, technology, customer
orientation, knowledge management, data quality and CRM strategy on e-CRM success.
Based on an empirical analysis of a research sample with 241 valid responses, this study
found statistically significant and positive effects of these factors on e-CRM success.
This study provides theoretical contributions to the literature on e-CRM implementation.
The findings provide an improved understanding of how customer orientation, knowledge
management, OF, technology, data quality and CRM strategy influence e-CRM success. It
has been used to plan the key components of e-CRM application and highlight which
implementation issues and processes need greatest attention in airline industry. From this
perspective, among four direct determinants, customer orientation and knowledge
management have the strongest positive influence on e-CRM success. These findings imply
that orientation on customer and knowledge management need to center on incorporating
e-CRM building activities and increase shareholder values. Moreover, the four determinants
(i.e. customer orientation, knowledge management, OFs, technology) also considered as
mediators in relationship between data quality, CRM strategy and e-CRM success.
This study also provides several implications for practice. Firstly, the paper suggests
airline providers and marketing managers, especially those in Vietnam focus more on
customer orientation and knowledge management activities such as providing customer
service center and knowledge management tools, supporting customer service initiatives
and firm restructuring activities. Secondly, depending on the industry, each firm needs to
consider CRM strategy that is appropriate to them in applying e-CRM. Thirdly, airline firms
may initially identify an appropriate and relevant technology when adopting e-CRM.
However, various e-CRM migration is identified which enable firms to consider a greater
level of sophistication in terms of technology. These migrations are only possible if
VJIKMS significant barriers are overcome including orientation in customer, good knowledge
management, appropriate technology and organizational issues, efficient using data quality
and appropriate CRM strategy.
This study may be limited by the adopted measurement method, which relies on
respondents’ self-rating of their activities. We, therefore, suggest that additional
measurement methods be explored. Second, the current research was based on airline
industry in Vietnam as it is in such firms that e-CRM is likely to have the greatest positive
influence. In addition, we did not explore the e-CRM application in other business and non-
business areas such as manufacturing firms or government and non-profit sectors.
Moreover, the findings may not be generalization for airline industry in other emerging
economies. We, therefore, encourage additional studies using data collected in other nations.

References
Ab Hamid, N.R., (2005), “E-CRM: are the paperthere yet?”, Journal of American Academy of Business,
Vol. 6 No. 1, pp., pp. 51-57.
Abu-Shanab, E. and Anagreh, L. (2015), “Impact of electronic customer relationship management in
banking sector”, International Journal of Electronic Customer Relationship Management, Vol. 9
No. 4, pp. 254-270.
Ahearne, M., Rapp, A., Mariadoss, B.J. and Ganesan, S. (2012), “Challenges of CRM implementation in
business-to-business markets: a contingency perspective”, Journal of Personal Selling and Sales
Management, Vol. 32 No. 1, pp. 117-129.
Ahmad, A.E.M.K. and Al-Zu’bi, H.A. (2011), “E-banking functionality and outcomes of customer
satisfaction: an empirical investigation”, International Journal of Marketing Studies, Vol. 3 No. 1,
pp. 50-65.
Alavi, M. and Leidner, D.E. (2001), “Knowledge management and knowledge management systems:
conceptual foundations and research issues”, MIS Quarterly, Vol. 25 No. 1, pp. 107-136.
Alshawi, S., Irani, Z. and Baldwin, L. (2003), “Benchmarking information technology investment and
benefits extraction”, Benchmarking: An International Journal, Vol. 10 No. 4, pp. 414-423.
Alshawi, S., Missi, F. and Irani, Z. (2011), “Organisational, technical and data quality factors in CRM”,
Industrial Marketing Management, Vol. 40 No. 3, pp. 376-383.
Alt, R. and Puschmann, T. (2004), “Successful practices in customer relationship management”, 37th
Annual HI International Conference on System Sciences, 2004. Proceedings of the, IEEE, p. 9.
Ang, L. and Taylor, B. (2005), “Managing customer profitability using portfolio matrices”, Journal of
Database Marketing and Customer Strategy Management, Vol. 12 No. 4, pp. 298-304.
Angeles, R. and Nath, R. (2003), “E-Procurement study: benefits, critical success factors, barriers to
implementation, means of procurement, and success metrics”, 34th Annual Meeting of the
Decision Sciences Institute, pp. 2151-2158.
Anshari, M. and Almunawar, M.N. (2018), “Social customer relationship management, election and
political campaign”, International Journal of Electronic Customer Relationship Management,
Vol. 11 No. 4, pp. 332-346.
Bagozzi, R.P. and Yi, Y. (1988), “On the evaluation of structural equation models”, Journal of the
Academy of Marketing Science, Vol. 16 No. 1, pp. 74-94.
Bentum, V.R. and Stone, M. (2005), “Customer relationship management and the impact of corporate
culture – a European study”, Journal of Database Marketing and Customer Strategy Management,
Vol. 13 No. 1, pp. 28-54.
Beijerse, R.P. (1999), “Questions in KM: defining and conceptualising a phenomenon”, Journal of
Knowledge Management, Vol. 3 No. 2, pp. 94-109.
Chalmeta, R. (2006), “Methodology for customer relationship management”, Journal of Systems and Success
Software, Vol. 79 No. 7, pp. 1015-1024.
implementation
Chan, S.S. and Lam, J. (2004), “Customer relationship management on internet and mobile channels: an
analytical framework and research directions”, E-Commerce and M-Commerce Technologies,
Vol. 1, pp. 1-31.
Chang, T.M., Liao, L.L. and Hsiao, W.F. (2005), “An empirical study of the e-CRM performance
influence model for service sectors in Taiwan”, Proceedings of The 2005 IEEE International
Conference on E-Technology, E-Commerce and E-Service, pp. 240-245.
Chen, J. and Ching, R. (2004), “An empirical study of the relationship of IT intensity and organizational
absorptive capacity on CRM performance”, Journal of Global Information Management, Vol. 12
No. 1, pp. 1-17.
Chen, P.C. (2003), EFL Student Learning Style Preferences and Attitudes toward Technology-Integrated
Instruction, University of South Dakota, pp. 1-197.
Chuang, S.H. and Lin, H.N. (2013), “The roles of infrastructure capability and customer orientation in
enhancing customer-information quality in CRM systems: empirical evidence from Taiwan”,
International Journal of Information Management, Vol. 33 No. 2, pp. 271-281.
Edwards, D.J., Standing, C. and Irani, Z. (2009), “Beyond the red queen syndrome: CRM technology and
building material suppliers”, Engineering, Construction and Architectural Management, Vol. 16
No. 5, pp. 459-474.
El Essawi, N. and El Aziz, R.A. (2012), “Determining the main dimensions that affect e-customer
relationship management readiness in the Egyptian banking industry”, International Journal of
Electronic Customer Relationship Management, Vol. 6 Nos 3/4, pp. 217-234.
Farhan, M.S., Abed, A.H. and Ellatif, M.A. (2018), “A systematic review for the determination and
classification of the CRM critical success factors supporting with their metrics”, Future
Computing and Informatics Journal, Vol. 3 No. 2, pp. 1-19.
Fornell, C. and Larcker, D.F. (1981), “Evaluating structural equation models with unobservable
variables and measurement error”, Journal of Marketing Research, Vol. 18 No. 1, pp. 39-50.
Frow, P.E. and Payne, A.F. (2009), “Customer relationship management: a strategic perspective”,
Journal of Business Market Management, Vol. 3 No. 1, pp. 7-27.
Garrido-Moreno, A. and Padilla-Meléndez, A. (2011), “Analyzing the impact of knowledge management
on CRM success: the mediating effects of organizational factors”, International Journal of
Information Management, Vol. 31 No. 5, pp. 437-444.
Garrido-Moreno, A., Lockett, N. and García-Morales, V. (2014), “Paving the way for CRM success: the
mediating role of knowledge management and organizational commitment”, Information and
Management, Vol. 51 No. 8, pp. 1031-1042.
Goodhue, L.D., Wixom, H.B. and Watson, J.H. (2002), “Realizing business benefits through CRM: hitting
the right target in the right way”, MIS Quarterly Executive, Vol. 1 No. 2, pp. 79-94.
Grant, R.M. (1996), “Toward a knowledge-based theory of the firm”, Strategic Management Journal,
Vol. 17, pp. 109-122.
Grimson, J., Grimson, W. and Hasselbring, W. (2000), “The SI challenge in health care”,
Communications of the ACM, Vol. 43 No. 6, pp. 48-55.
Hair, J.F., Black, W.C., Babin, B.J., Anderson, R.E. and Tatham, R. (2010), Multivariate Data Analysis,
Pearson, London.
Hessami, F. (2015), “Identification and prioritisation of effective factors on CRM implementation: a case
study of insurance industry in Iran”, International Journal of Electronic Customer Relationship
Management, Vol. 9 Nos 2/3, pp. 158-174.
Hung, S.Y., Hung, W.H., Tsai, C.A. and Jiang, S.C. (2010), “Critical factors of hospital adoption on CRM
system: organizational and information system perspectives”, Decision Support Systems, Vol. 48
No. 4, pp. 592-603.
VJIKMS Kapoor, S., Bhattacharya, K., Buckley, S., Chowdhary, P., Ettl, M., Katircioglu, K., Mauch, E. and
Phillips, L. (2005), “A technical framework for sense-and-respond business management”, IBM
Systems Journal, Vol. 44 No. 1, pp. 5-24.
Kennedy, A., Kelleher, C. and Quigley, M. (2006), “CRM best practice: getting it right first time at ESB
International (ESBI)”, Irish Journal of Management, Vol. 27 No. 1, pp. 255-272.
Kim, Y.M. and Hawamdeh, S. (2008), “Leveraging customer knowledge: a comparative study of eCRM
functionality and its use in e-commerce websites”, International Journal of Electronic Customer
Relationship Management, Vol. 1 No. 4, pp. 327-340.
Ko, E., Kim, S.H., Kim, M. and Woo, J.K. (2008), “Organizational characteristics and the CRM adoption
process”, Journal of Business Research, Vol. 61 No. 1, pp. 65-74.
Lee, H.B. and Comrey, A.L. (1979), “Distortions in a commonly used factor analytic procedure”,
Multivariate Behavioral Research, Vol. 14 No. 3, pp. 301-321.
Lee, J.-C., Shiue, Y.-C. and Chen, C.-Y. (2016), “Examining the impacts of organizational culture and top
management support of knowledge sharing on the success of software process improvement”,
Computers in Human Behavior, Vol. 54, pp. 462-447.
Leung, S.O. (2011), “A comparison of psychometric properties and normality in 4-, 5-, 6-, and 11-point
Likert scales”, Journal of Social Service Research, Vol. 37 No. 4, pp. 412-421.
Lin, Y. and Su, H.Y. (2003), “Strategic analysis of customer relationship management – a field study on
hotel enterprises”, Total Quality Management and Business Excellence, Vol. 14 No. 6, pp. 715-731.
Lucchetti, R. and Sterlacchini, A. (2004), “The adoption of ICT among SMEs: evidence from an Italian
survey”, Small Business Economics, Vol. 23 No. 2, pp. 151-168.
Mahawrah, F., Shehabat, I. and Abu-Shanab, E. (2016), “The impact of knowledge management on
customer relationship management: a case from the fast food industry in Jordan”, International
Journal of Electronic Customer Relationship Management, Vol. 10 Nos 2/3/4, pp. 138-157.
Mendoza, L.E., Marius, A., Pérez, M. and Griman, A.C. (2007), “Critical success factors for a customer
relationship management strategy”, Information and Software Technology, Vol. 49 No. 8,
pp. 913-945.
Merendino, A., Dibb, S., Meadows, M., Quinn, L., Wilson, D., Simkin, L. and Canhoto, A. (2018), “Big
data, big decisions: the impact of big data on board level decision-making”, Journal of Business
Research, Vol. 93, pp. 67-78.
Narver, J.C. and Slater, F.S. (1990), “The effect of a market orientation on business profitability”, Journal
of Marketing, Vol. 54 No. 4, pp. 20-35.
Ortega, B.H., Martínez, J.J. and De Hoyos, M.J.M. (2008), “The role of information technology knowledge
in B2B development”, International Journal of E-Business Research (IJEBR), Vol. 4 No. 1,
pp. 40-584.
Phung, T.B. (2016), “The relationships among information systems, knowledge sharing, and customer
relationship management in banking industry”, International Journal of Electronic Customer
Relationship Management, Vol. 10 No No. 1, pp. 65-87.
Pozza, I.D., Goetz, O. and Sahut, J.M. (2012), “Implementation effects in the relationship between CRM
and its performance”, Journal of Business Research, Vol. 89, pp. 391-403.
Pushkala, R., Michael Wittmann, C. and Rauseo, N.A. (2006), “Leveraging CRM for sales: the role of
organizational capabilities in successful CRM implementation”, Journal of Personal Selling and
Sales Management, Vol. 26 No. 1, pp. 39-53.
Quaye, D.M., Mensah, I. and Amoah-Mensah, A. (2018), “Customer relationship management practices
affecting customer loyalty supporting small airline carriers in Ghana”, International Journal of
Electronic Customer Relationship Management, Vol. 11 No. 4, pp. 411-435.
Rakesh, S. and Khare, A. (2011), “A study on e-CRM applications for indian fast food chains”,
International Journal of Electronic Customer Relationship Management, Vol. 5 No. 1, pp. 58-74.
Rapp, A., Trainor, K.J. and Agnihotri, R. (2010), “Performance implications of customer-linking Success
capabilities: examining the complementary role of customer orientation and CRM technology”,
Journal of Business Research, Vol. 63 No. 11, pp. 1229-1236.
implementation
Rigby, D., Reichheld, F. and Schefter, P. (2002), “Avoid the four perils of CRM”, Harvard Business
Review, Vol. 80 No. 2, pp. 101-109.
Roh, T.H., Ahn, C.K. and Han, I. (2005), “The priority factor model for customer relationship
management system success”, Expert Systems with Applications, Vol. 28 No. 4, pp. 641-654.
Romano, N.C. and Fjermestad, J. (2003), “Electronic commerce customer relationship management: a
research agenda”, Information Technology and Management, Vol. 4 Nos 2/3, pp. 233-258.
Rossignoli, C., Mola, L., Zardini, A. and Ricciardi, F. (2017), “The organisational impact of SaaS
adoption on CRM applications”, World Review of Entrepreneurship, Management and
Sustainable Development, Vol. 13 Nos 5/6, pp. 593-611.
Ryals, L. and Knox, S.D. (2001), “Cross-functional issues in the implementation of relationship
marketing through customer relationship management”, European Management Journal,
Vol. 19 No. 5, pp. 534-542.
Schreiber, J.B., Nora, A., Stage, F.K., Barlow, E.A. and King, J. (2006), “Reporting structural equation
modeling and confirmatory factor analysis results: a review”, The Journal of Educational
Research, Vol. 99 No. 6, pp. 323-338.
Sen, A. and Sinha, A.P. (2011), “IT alignment strategies for customer relationship management”,
Decision Support Systems, Vol. 51 No. 3, pp. 609-619.
Sin, L.Y.M., Tse, A.C.B. and Yim, F.H.K. (2005), “CRM conceptualization and scale development”,
European Journal of Marketing, Vol. 39 Nos 11/12, pp. 1264-1290.
Sivaraks, P., Krairit, D. and Khang, D.B. (2012), “The effects of e-CRM on customer-bank relationship:
the case of Thailand”, International Journal of Electronic Customer Relationship Management,
Vol. 6 No. 2, pp. 113-134.
Soltani, Z., Zareie, B., Milani, F.S. and Navimipour, N.J. (2018), “The impact of the customer relationship
management on the organization performance”, The Journal of High Technology Management
Research, Vol. 29 No. 2, pp. 237-246.
Storey, V.C., Dewan, R.M. and Freimer, M. (2012), “Data quality: setting organizational policies”,
Decision Support Systems, Vol. 54 No. 1, pp. 434-442.
Swan, J., Newell, S. and Robertson, M. (2011), “Knowledge management-when will people management
enter the debate?”, Proceedings of the 33rd Annual HI International Conference on System
Sciences, p. 10.
Tohidi, H. and Jabbari, M.M. (2012), “CRM in organizational structure design”, Procedia Technology,
Vol. 1, pp. 579-582.
White, T.B., Zahay, D.L., Thorbjørnsen, H. and Shavitt, S. (2008), “Getting too personal: reactance to
highly personalized email solicitations”, Marketing Letters, Vol. 19 No. 1, pp. 39-50.
Wikstrom, C.E. (2006), “Customer relationship management success and orgnizational change”,
Electronic Customer Relationship Management, Advances in Management Information Systems,
Vol. 1, pp. 53-68.
Wu, S.I. and Chen, J.H. (2012), “Comparison between hotels and motels using CRM effect model – an
empirical study in Taiwan”, International Journal of Hospitality Management, Vol. 31 No. 4,
pp. 1254-1263.
Wu, S.I. and Lu, C.L. (2012), “The relationship between CRM, RM, and business performance: a study of
the hotel industry in Taiwan”, International Journal of Hospitality Management, Vol. 31 No. 1,
pp. 276-285.
Xu, H., Nord, J., Brown, N. and Nord, G. (2002), “Data quality issues in implementing an ERP”,
Industrial Management and Data Systems, Vol. 102 No. 1, pp. 47-58.
VJIKMS Zablah, A.R., Bellenger, D.N. and Johnston, W.J. (2004), “An evaluation of divergent perspectives on
customer relationship management: towards a common understanding of an emerging
phenomenon”, Industrial Marketing Management, Vol. 33 No. 6, pp. 475-489.
Zahay, D., Peltier, J. and Krishen, A.S. (2012), “Building the foundation for customer data quality in
CRM systems for financial services firms”, Journal of Database Marketing and Customer
Strategy Management, Vol. 19 No. 1, pp. 5-16.
Zahay, D., Peltier, J., Schultz, D.E. and Griffin, A. (2004), “The role of transactional versus relational
data in IMC programs: bringing customer data together”, Journal of Advertising Research,
Vol. 44 No. 1, pp. 3-18.
Zheng, W., Yang, B. and McLean, G.N. (2010), “Linking organizational culture, structure, strategy, and
organizational effectiveness: mediating role of knowledge management”, Journal of Business
Research, Vol. 63 No. 7, pp. 763-771
Zineldin, M. (2005), “Quality and customer relationship management (CRM) as competitive strategy in
the swedish banking industry”, The TQM Magazine, Vol. 17 No. 4, pp. 329-344.

Further readings
Anshari, M., Alas, Y., Yunus, N., Sabtu, N.I. and Hamid, M.H. (2015), “Social customer relationship
management and student empowerment in online learning systems”, International Journal of
Electronic Customer Relationship Management, Vol. 9 Nos 2/3, pp. 104-121.
Williams, J. and Ramaprasad, A. (2007), “A taxonomy of critical success factors”, European Journal of
Information Systems, Vol. 5 No. 4, pp. 250-260.
Wilson, H., Danial, E. and McDonald, M. (2002), “Factors for success in customer relationship
management (CRM) systems”, Journal of Marketing Management, Vol. 18 Nos 1/2, pp. 193-219.

Corresponding author
Chi Nguyen Thi Khanh can be contacted at: [email protected]

For instructions on how to order reprints of this article, please visit our website:
www.emeraldgrouppublishing.com/licensing/reprints.htm
Or contact us for further details: [email protected]