Implementing CRM System in a Global Organization - National vs. Organizational Culture

dc.contributor.author Frygell, Linda
dc.contributor.author Hedman, Jonas
dc.contributor.author Carlsson, Sven
dc.date.accessioned 2016-12-29T01:44:01Z
dc.date.available 2016-12-29T01:44:01Z
dc.date.issued 2017-01-04
dc.description.abstract This paper presents a longitudinal case study of a multi-national company’s Customer Relationship Management implementation in China, Poland, Russia, Middle East, Dubai, Pakistan, Iran, Korea and Japan. Although the cooperation has extensive experience in implementing systems in its different global subsidiaries, and has planned the implementation well, the implementation was not a complete success. The study has identified that the cultural factor are important, but not stressed enough in the current CRM literature. Understanding the difference between the organizational culture in which the system is developed and the national culture in which the system is implemented, as well as having a strategy for how to embrace and control/adjust to cultural values, is vital for a successful system implementation. \
dc.format.extent 10 pages
dc.identifier.doi 10.24251/HICSS.2017.553
dc.identifier.isbn 978-0-9981331-0-2
dc.identifier.uri http://hdl.handle.net/10125/41719
dc.language.iso eng
dc.relation.ispartof Proceedings of the 50th Hawaii International Conference on System Sciences
dc.rights Attribution-NonCommercial-NoDerivatives 4.0 International
dc.rights.uri https://creativecommons.org/licenses/by-nc-nd/4.0/
dc.subject Case study
dc.subject Customer Relationship Management (CRM)
dc.subject culture
dc.subject implementation
dc.title Implementing CRM System in a Global Organization - National vs. Organizational Culture
dc.type Conference Paper
dc.type.dcmi Text
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