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

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dc.contributor.authorFrygell, Linda
dc.contributor.authorHedman, Jonas
dc.contributor.authorCarlsson, Sven
dc.date.accessioned2016-12-29T01:44:01Z
dc.date.available2016-12-29T01:44:01Z
dc.date.issued2017-01-04
dc.description.abstractThis 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.extent10 pages
dc.identifier.doi10.24251/HICSS.2017.553
dc.identifier.isbn978-0-9981331-0-2
dc.identifier.urihttp://hdl.handle.net/10125/41719
dc.language.isoeng
dc.relation.ispartofProceedings of the 50th Hawaii International Conference on System Sciences
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 International
dc.rights.urihttps://creativecommons.org/licenses/by-nc-nd/4.0/
dc.subjectCase study
dc.subjectCustomer Relationship Management (CRM)
dc.subjectculture
dc.subjectimplementation
dc.titleImplementing CRM System in a Global Organization - National vs. Organizational Culture
dc.typeConference Paper
dc.type.dcmiText

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