Date of Conferral

2020

Degree

Ph.D.

School

Management

Advisor

Craig D. Barton

Abstract

Managers in the telecommunications industry face a high failure rate of customer relationship management (CRM) system implementations. The dynamic culture of employees’ resistance to and readiness for CRM system implementation may contribute to successful implementation in U.S. commercial organizations. The purpose of this quantitative cross-sectional study was to examine the relationship among employee’s resistance to and readiness for CRM system implementation, the culture of the organization, prerequisites for successful CRM system implementation, age, and gender. Using Rogers’s innovation-decision process theory, an online survey was created and sent to a random sample of all customer service employees using CRM systems in the U.S. telecommunications industry. The survey included Resistance to Change scale, Pareek’s culture profile, Organizational Change Recipients’ Beliefs Scale, and customer relationship management capabilities measurement instruments for data collection. Survey responses from 79 employees were analyzed with multiple regression. The findings revealed that the culture of the organization, employee’s readiness for CRM system implementation, and gender were significantly correlated with employee’s resistance to CRM system implementation. The study produced a regression model that could be used to predict the success of CRM system implementation. The study may provide managers a better understanding of the interplay among the factors that facilitate or impede CRM system implementation and thus enhance employees’ attitudes toward its implementation. As a consequence, managers may be able to mitigate the high failure rate associated with CRM system implementation.

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