| 摘要: | 顧客關係管理(Customer relationship management, CRM)被認為是代替傳統交易型行銷方式而成為行銷學的新典範。不幸的是，超過一半的顧客關係管理系統導入並沒有達到預期的結果，而僅僅呈現形式上的採用，也就是說導入的企業並沒有認同顧客關係管理的價值。本研究因此透過對組織制度的審視來了解組織制度如何支援並提供組織變革所必要的穩定性。 藉用對台灣一個大型零售商的闡釋性個案分析，本研究將探討組織制度如何幫助或限制顧客關係管理在企業內部的發展。個案的資料包括訪談資料、非正式觀察與二級資料。個案分析結果顯示，雖然個案公司的CRM系統很順利的開發完成，但顧客關係管理的價值並未被公司的相關人員所接受，顧客關係管理系統的運用對整個公司的營運也未帶來令人滿意的改變。本研究發現因為存在於個案公司的邏輯與制度與隱含在顧客關係管理背後的邏輯規則是相衝突的，導致個案公司的管理階層與員工無法認同顧客關係管理的價值，公司制度不鼓勵員工追求長期目標，重視短期量化績效目標，由於顧客關係管理中的市場情報分析工作被認為無法快速創造短期營收，員工缺乏組織制度的支持與經濟誘因，最後顧客關係管理系統便流於形式上的運用。運用顧客關係管理的利益與好處也就無法實現。 本文最後提供多點管理意涵供資管實務界及學術界導入顧客關係管理系統時之參考。 Customer relationship management (CRM), as an opposite of transactional approach (e.g., mass marketing), is commonly referred to as the new paradigm for doing marketing. Unfortunately, over half of all CRM implementations do not produce expected results and only reflect ceremonial adoption of said systems without buying into their real value. This study looks at organizational institutions by recognizing their capacity in supporting and providing necessary stability for change. Using an interpretive case study within the context of Taiwan’s retailer market, this study will investigate how micro, organizational institutions enable and restrict the deployment of a CRM practice. By observing and analyzing existing institutional environments, this study shows how existing institutions may be incompatible and conflict with the rules embodied in CRM practices, thus impeding the internalization of the value and spirit of the CRM. Interview, informal observation, and secondary data for this interpretative study were acquired during 2004 from a Taiwanese 3C retailer. The results show while the CRM system at case company may have qualified as a well built system, and the CRM users have no difficult in use it, the CRM artifact however did not create significant contribution and organizational outcomes to the company. Because the company’s existing institutional logic and the logic underlying the “CRM practices” were conflict, the CRM technology diffused less rapidly than expected in the case company. In the case of institutional-conflicts, the case company’s managers and employees lack social and economic motivation to engage the efforts to explore and exploit customer knowledge from the system. Consequently, a paradigm shift had yet occurred within the case company and the CRM deployment only as a ceremonial adoption. By emphasizing on the legitimate accounts of institutions, the institutional-conflicts lens explains why with technical feasibility the benefits of an artifact are still rarely fulfilled. This study recognizes that to adopt an artifact, the effectiveness of the adoption is determined by whether the artifact can become institutions, which means the rules of the artifact should be institutionalized as the rules of the adopter organization. Only by institutionalization, they are viewed as legitimate and taken for granted. Some implications of the study for IS and organization research, including specific areas for future research and IT adoption are offered. |
