While the managerial rationale for adopting customer relationship management (CRM) has been fairly well articulated in the literature, research on strategy development is scant. Moreover, reports of “CRM failures” in the popular business press have done little to inspire confidence. To date, what little research has been conducted in the area of CRM strategy development has been confined to a single country (often the U.S.). Global CRM strategy development issues have yet to be specifically addressed, particularly which elements of CRM strategy should be centralised/decentralised. The present study examines the complexities of global CRM strategy using the case of a leading financial services company. Interviews are conducted in 20 countries. Global Head Office and external IT consultant perspectives are also considered. Our findings confirm that a hybrid approach has wide practical appeal and that subsidiary orientation towards centralisation/decentralisation is moderated by firm/market size and sophistication. © 2007, IGI Global. All rights reserved.

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Developing a Global CRM Strategy

This case represents the situation at a North European business school in 1996 and the development process since then. At this school, the IT environment was quite heterogeneous and unstable, causing low user satisfaction. We describe the strategic actions taken and the successful consequences of those actions. Finally, we reflect on the lessons learned in our case for the current situation, where modern organizations are planning to implement Windows Vista and Office 2007, and the school in case is facing a new organizational challenge.

Stability and Creativity as Contradicting Values in Information Management

This work is funded by ERDF - European
Regional Development Fund through the COMPETE
Programme (operational programme
for competitiveness) and by Nation- al Funds
through the FCT - Fundacao para a Ciencia e a
Tecnologia (Portuguese Foundation for Science
and Technology) within project FCOMP-01-
0202-FEDER- 013853.

Endoscopic Imaging Results: Web-Based Solution for Video Diffusion with Real-Time Assistance

Being a virtual organization is the ultimate achievement for some organizations. As the mammoth step, organizations in the country need to explore the possibilities of accepting and implementing their move in telework and subsequently to turn the organization into a virtual working environment. Although the western world has been implementing telework and subsequently becoming a virtual organization. Malaysia as a developing nation has to look in the possibilities of embarking and encouraging the virtual organization’s development.

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Telework Implementation Toward Virtual Organization in Malaysia

Internet-based, distributed systems have become essential in modern organizations. When combined with artificial intelligence (AI) techniques such as intelligent agents, such systems can become powerful aids to decision makers. These newer intelligent systems have extended the scope of traditional decision support systems (DSSs) to assist users with real-time decision making, multiple information flows, dynamic data, information overload, time-pressured decisions, inaccurate data, difficult-to-access data, distributed decision making, and highly uncertain decision environments. As a class, they are called intelligent decision support systems (IDSSs). Although various AI techniques such as artificial neural networks, genetic algorithms, case-based reasoning, methods from expert systems, and knowledge representation have been successfully incorporated into IDSSs, intelligent agents are one of the more promising AI research fields with broad applicability to IDSSs. Although there is no universally-accepted definition of an agent, the definition given by Woolridge (2002) is often cited as authoritative:

Intelligent Agents in Decision Support Systems

This case study chronicles the adoption and implementation of an inter-organizational, e-business system by a FMCG organization in India. The focus of the case is on understanding the implementation process and the extent of proactive change management practices employed by the organization. The case brings out issues like the importance of building value propositions to attract the stakeholders, and providing the requisite training and incentives to commit them to the system.

L. S. Murty

Papers

Project MI-Net: An Inter-Organizational E-Business Adoption Study