An integrated framework of change management for social CRM implementation
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An integrated framework of change management for social CRM implementation Mona Jami Pour1 · Mahnaz Hosseinzadeh2 Received: 22 October 2019 / Revised: 27 August 2020 / Accepted: 20 September 2020 © Springer-Verlag GmbH Germany, part of Springer Nature 2020
Abstract Social Customer Relationship Management (CRM) is a new paradigm in e-business environment that enables businesses to collaboratively manage customer expectations via social technologies. It combines the capabilities of social media with traditional CRM software in order that businesses better engage their customers. Implementation of social CRM systems continues to drive changes in organizations; however, the implementation attempts often lead to failure, partially due to the lack of readiness to change or resistance toward change. This study aims at developing a framework to determine change management requirements for successful implementation of social CRM in the organizations. To this end, a comprehensive literature review is done and semi-structured interviews are conducted to develop the initial framework. Best–Worst Method is applied to calculate the weights of each change requirement. Finally, the stage of change management process to which each of the identified sub-factors is related are determined. The proposed framework contains requirements such as ‘content of change’, ‘context of change’, ‘individual’, and ‘process’; for each, a set of sub-factors is defined. It suggests the change management requirements of social CRM implementation based on the sequential stages of Lewin’s model. The proposed framework is presented as a guideline for successful implementation of social CRM. Keywords CRM · Social media · Social CRM · Change management
* Mahnaz Hosseinzadeh [email protected] Mona Jami Pour [email protected] 1
Department of Business, Hazrat-e Masoumeh University (HMU), Qom, Iran
2
Department of Industrial Management, Faculty of Management, University of Tehran, Jalale‑ Ale‑ Ahmad Street, Tehran 1411713114, Iran
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Vol.:(0123456789)
M. Jami Pour, M. Hosseinzadeh
1 Introduction In a knowledge-based economy, one of the most important success factors of competitiveness among companies is customer knowledge management (Beiryaei and Jamporazmay 2010; Khosravi and Hussin 2018). Customer knowledge is a strategic asset, and gathering, managing and sharing the customers’ insights could be far valuable for organizations (Akgün et al. 2014; Khodakarami and Chan 2014; Kargaran et al. 2017) in facilitating the identification of new market opportunities (Fidel et al. 2015). Therefore, businesses must be aware of the customers’ needs, wants and behavior in order to offer them superior services and products during the customer journey (Akgün et al. 2014). To gain the customers’ insight, many companies increasingly tend to implement Customer Relationship Management (CRM) projects, which was first prevailed in the 1990s. CRM is a strategic macro-process that concentrates on developing and retaining appropriate relationships with customer
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