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.