دانلود رایگان مقاله انگلیسی بررسی اجتماعی مدیریت ارتباط با مشتری در میان هتل های ایرلندی - امرالد 2017

Abstract

Purpose – The purpose of this paper is to develop and test a model examining the key factors that emerge from the social customer relationship management (CRM) process. Specifically, this study aims to address the chain-of-effects that occurs as a result of the social CRM process, leading to superior levels of hotel performance. Design/methodology/approach – Data were collected using a quantitative approach. Using a mail and online questionnaire, data were gathered from 120 key informants in hotels in Ireland. The proposed model was tested using partial least squares structural equation modelling. Findings – Results demonstrate that the social CRM activities of hotels enhance hotel service innovation activities. This positively impacts the ability to develop a customer-linking capability, resulting in higher levels of customer performance. In turn, higher levels of customer performance leads to higher levels of financial performance. Practical implications – Service innovation and customer-linking capability are identified as critical outcomes of the social CRM process that lead to enhanced hotel performance. Originality/value – This study explains the chain-of-effects through which the social CRM process results in higher levels of performance.

5.1 Conclusions

The objective of this study was to propose and test a framework that provides a holistic view of the manner in which the social CRM process enhances hotel performance. Based on this objective, the research aimed to answer RQ1 and RQ2. While prior research findings have established a direct and positive link between social CRM and firm performance (Choudhury and Harrigan, 2014; Diffley and McCole, 2015; Trainor et al., 2014), research investigating the chain-of-effects through which social CRM results enhances firm performance is lacking. Given the correlation between social media failures and a lack of social CRM planning (Rapp and Ogilvie, 2016), a greater understanding of social CRM from this strategic perspective provides valuable insight in an industry where SNSs are having a substantial effect (Li and Chang, 2016).

5.2 Theoretical implications

This study makes a major contribution to the emerging social CRM literature by identifying service innovation and customer-linking capability as key variables in the chain-of-effects from the social CRM process to performance improvement in a hospitality management context (Rapp and Ogilvie, 2016; Trainor et al., 2014). Identifying this chain-of-effects contributes to knowledge regarding how social CRM strategy may be developed and implemented in the hotel industry. The RBV, dynamic capabilities and S-D logic play a key role in conceptualising social CRM and identifying this chain-of-effects through which social CRM results in enhanced performance.