Date of Conferral
2023
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Dina Samora
Abstract
Many customer relationship management (CRM) projects fail to produce the desired outcomes. Failed CRM projects negatively impacts operational efficiency, data-driven decision-making, scalability, financial performance, compliance, and customer service. Grounded in Kotter’s 8-step change management model, the purpose of this qualitative multiple case study was to explore strategies firm leaders used to manage change and organizational resources when implementing CRM. The participants included five business-to-business firm leaders working for small or medium-sized enterprises within Texas who used strategies to manage change and organizational resources when implementing CRM. Data were collected through semistructured interviews and document analysis. The data were analyzed using thematic analysis, which yielded four themes: secure executive sponsorship and management buy-in; secure critical resources; adopt a change management framework; and measure adoption, system utilization, and performance. A key recommendation is contract implementation partners to assist internal CRM project administrators in managing organizational change and resourcing when implementing CRM. Implications for positive social change include the potential to improve resource utilization and economic growth by having CRM users focus on activities that add value, such as building customer relationships and solving problems.
Recommended Citation
Spears, Stephanie M., "Managing Change and Organizational Resources When Implementing Customer Relationship Management Systems" (2023). Walden Dissertations and Doctoral Studies. 14779.
https://scholarworks.waldenu.edu/dissertations/14779
