000			01709nam a22002777a 4500
003			ZW-GwMSU
005			20210513142252.0
008			210513b |||||||| |||| 00| 0 eng d
040			_aMSU _cMSU _erda
100	1		_aGraf, Michael _eauthor
245	1	0	_aOutsourcing of customer relationship management: implications for customer satisfaction / _ccreated by Michael Graf, Bodo B, Schlegelmilch, Susan M, Mudambi and Stephen Tallman
264			_aAbingdon: _bTaylor and Francis, _c2013-
336			_2rdacontent _atext _btxt
337			_2rdamedia _aunmediated _bn
338			_2rdacarrier _avolume _bnc
440			_aJournal of Strategic Marketing _vVolume 21 , number 1,
520			_aIf 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.
650	0	4	_aCRM _xOutsourcing
650	0	4	_aCustomer satisfaction _xTransaction costs
700	1		_aBodo, B _eauthor
700	1		_aSchlegelmilch _eauthor
700	1		_aMudambi, Susan M. _eauthor
700	1		_aTallman Stephen _eauthor
856			_uhttps://doi.org/10.1080/0965254X.2012.734844
942			_2lcc _cJA
999			_c157203 _d157203