Outsourcing of customer relationship management: implications for customer satisfaction / created by Michael Graf, Bodo B, Schlegelmilch, Susan M, Mudambi and Stephen Tallman
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Item type | Current library | Call number | Vol info | Status | Notes | Date due | Barcode | |
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Main Library - Special Collections | HF5415.13 JOU (Browse shelf(Opens below)) | Vol.21, No.1, pages 68-81 | Not for loan | For in-house use only |
If knowledge about customers is a central driver of strategic marketing success and customer relationships lie at the heart of a firm's competitive advantage, why do many firms outsource aspects of customer relationship management (CRM)? This paper addresses this question by developing a conceptual model based on transaction costs economics (TCE), tests it with a cross-industry sample of managers, and draws out the implications for theory and practice. TCE-based antecedents explain most, but not all, CRM outsourcing decisions, with the resource-based value of the firm (RBV) and real options theory offering potential explanations for relationship between CRM outsourcing and technical uncertainty.
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