Social CRM Performance Model: An Empirical Evaluation

Authors

Torben Küpper, University of St. Gallen, SwitzerlandFollow
Tobias Lehmkuhl, University of St.Gallen, SwitzerlandFollow
Nicolas Wittkuhn, University of St.Gallen, SwitzerlandFollow
Alexander Wieneke, University of St. Gallen, SwitzerlandFollow
Reinhard Jung, University of St.Gallen, SwitzerlandFollow

Abstract

This paper presents an empirical investigation of a Social CRM performance model within an organizational perspective. A constraining factor regarding the implementation of Social CRM and the achievement of its objectives is the lack of an appropriate performance model. Little research has been conducted on a corresponding holistic approach and on the development of formative performance constructs. To address this gap, the article develops and empirically evaluates a Social CRM performance model, including an infrastructure-, process-, customer- and organizational performance construct. The data is analyzed using a structural equation model with a surveying sample of 126 marketing, communication and IT decision makers. The results show that infrastructure performance has an indirect, process performance a direct and customer performance no association with organizational performance. The Social CRM performance model generates deeper insights into a company’s performance interrelationship and provides a control system, in order to assess Social CRM activities and enhance organizational performance.

Recommended Citation

Küpper, Torben; Lehmkuhl, Tobias; Wittkuhn, Nicolas; Wieneke, Alexander; and Jung, Reinhard, "Social CRM Performance Model: An Empirical Evaluation" (2015). BLED 2015 Proceedings. 18.
https://aisel.aisnet.org/bled2015/18