透過制度衝突的觀點探討CRM系統的採用

以作者查詢圖書館館藏

、以作者查詢臺灣博碩士

、以作者查詢全國書目

、勘誤回報

、線上人數：29

、訪客IP：18.216.42.122

姓名

陳小芬(Hsiao-fen Chen) 查詢紙本館藏

畢業系所

資訊管理學系

論文名稱

透過制度衝突的觀點探討CRM系統的採用
(Analysis of Customer Relationship Management Adoption Through an Institutional-conflicts Lens)

相關論文

★ 影響ERP導入過程及成效因素之研究 - 單一公司兩次導入SAP系統之比較分析	★ 運用資料倉儲技術建置物力動員資訊系統之開發
★ 買方採用自有電子市集之個案研究─以台塑企業為例	★ DEA模型評估經營效率之研究—以某綜合證券商為例
★ 尋求卓越：中小企業資訊部門的管理之個案研究	★ 「證券商共同網路交易平台」之可行性分析
★ 產業競合模式策略探討－以自行車產業為例	★ RFID導入航空貨運站出口作業流程應用之研究
★ 綠色供應鏈活動建構之個案研究-以筆記型電腦製造業為例	★ 導入資訊科技服務管理之評估-以遠東銀行為例
★ 資訊系統導入歷程中專案團隊決策衝突之探討	★ 應用資源基礎理論探討持久競爭優勢-以智慧型手機H公司為例
★ 服務導向架構為基礎的企業流程管理之探討 - 以瀚宇博德股份有限公司為例	★ 沙賓法案實施與企業遵循個案研究--以K公司為例
★ 資訊服務委外之個案分析－以銀行簡訊為例	★ 有線電視業者經營IPTV之競爭優勢分析—以個案公司為例

檔案

[Endnote RIS 格式]

[Bibtex 格式]

[相關文章]

[文章引用]

[完整記錄]

[館藏目錄]

至系統瀏覽論文 ( 永不開放)

摘要(中)

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。

摘要(英)

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.

關鍵字(中)

★ 形式上採用
★ 資訊系統導入
★ 組織制度
★ 顧客關係管理

關鍵字(英)

★ IT implementat
★ ceremonial adoption
★ Customer relationship management

論文目次

TABLE OF CONTENT
摘要 VI
ABSTRACT VII
1 INTRODUCTION 1
1.1 RESEARCH QUESTIONS 4
1.2 STRUCTURE OF THE DISSERTATION 4
2 CRM AS A MARKETING PRACTICE 6
2.1 CONCEPTUALIZING THE PRACTICE 6
2.2 THE EVOLUTION OF MARKETING PRACTICE 9
2.2.1 Transaction marketing practice 9
2.2.2 The emergence of CRM practices 11
3 INSTITUTIONAL ISSUES IN PRACTICE ADOPTIONS 23
3.1 AN OVERVIEW OF INSTITUTIONS 23
3.1.1 Institutions as standard behavior patterns or habits of action 23
3.1.2 Institutions as the force shaping the behavior pattern 24
3.1.3 Typologies of institutions 30
3.1.4 Institutional dominant logic 33
3.1.5 Culture vs. Institutions 34
3.2 INSTITUTIONALIZED PRACTICE VS. CEREMONIAL PRACTICE 37
3.2.1 Institutionalization as a process 38
3.2.2 Institutionalization as a property 40
3.2.3 Institutionalized practice 41
3.2.4 Ceremonial adoption 44
4 RESEARCH METHODOLOGY 46
4.1 INTERPRETATIVE METHODS 47
4.2 SITE SELECTION 53
4.3 DATA COLLECTION 54
4.4 RESEARCH ANALYSIS 57
5 CASE ANALYSIS AND DISCUSSION 59
5.1 CASE DESCRIPTION: THE INTRODUCTION OF CRM IN Y3C COMPANY 59
5.1.1 Organization profiles 59
5.1.2 3C electronics retail market in Taiwan 62
5.1.3 Y3C as a changing organization 63
5.2 INTRODUCING A CRM TECHNOLOGY 63
5.2.1 The catalyst for Y3C’s CRM initiation 63
5.2.2 Successful CRM system development 64
5.3 Y3C’S INSTITUTIONS 67
5.3.1 Y3C’s behavior patterns toward doing business 67
5.3.2 Y3C’s formal regulations 72
5.3.3 Y3C’s norms and cognition toward doing business 74
5.4 THE OUTCOME OF CRM ADOPTION: LOW INSTITUTIONALIZATION 77
5.4.1 Low acceptance by relevant participants 78
5.4.2 Unstable and unroutinized CRM deployment 81
5.4.3 Limited application of the CRM system 82
5.4.4 Slowing down of the CRM deployment 83
5.4.5 Insufficient resource allocations for CRM deployment 84
5.5 DISCUSSION: AN INSTITUTIONAL-CONFLICTS LENS 89
5.5.1 An institutional-conflicts lens 89
5.5.2 Institutional-conflicts at Y3C 92
6 CONCLUSIONS AND IMPLICATIONS 103
6.1 CONCLUSION 103
6.2 IMPLICATIONS 108
6.2.1 Examining institutionalization indicators through implementation trajectory 108
6.2.2 Technological determination vs. institutional determination 109
6.2.3 The appearance and validation of CRM 110
6.2.4 Relationship between industry life cycle and CRM 112
6.2.5 Revisiting “fit” issues in IS researches: strategy fit, culture-fit, and institutions fit 117
6.2.6 Leadership in institutional innovation 119
6.2.7 Suggestion for CRM implementation 120
6.3 CONTRIBUTIONS 124
6.4 LIMITATION 126
REFERENCE 128

參考文獻

REFERENCE
1. Abrahamson, E., and Fairchild, G. (1999), “Management Fashion: Lifecycles, Triggers, and Collective Processes,” Administrative Science Quarterly, 44, 708-740.
2. Ahmad, R. and Buttle, F. (2001), “Retaining Business Customers Through Adaptation and Bonding: A Case Study of HdoX,” Journal of Business & Industrial Marketing, 16(7), 553-573.
3. Alter, S.L. (1980), Decision Support Systems: Current Practices and Continuing Challenges, Reading, Addison-Wesley, MA.
4. Alvesson, M. (1990), “Organization: From Substance to Image?” Organization Studies, 11(3), 373-394.
5. Aoki, M. (2000), “Institutional Evolution as Punctuated Equilibria,” In Claude Ménard (Ed.), Institutions, Contracts and Organizations: Perspectives from New Institutional Economics, Edward Elgar Publishing, Cheltenham, UK.
6. Argyris, C. and Schön, D. (1974), Theory in Practice: Increasing Professional Effectiveness, Jossey Bass, San Francisco.
7. Averweg, U.R. and Erwin, G.J. (1999), “Critical Success Factors for Implementation of Decision Support Systems in South Africa,” Proceedings of the 32nd Hawaii International Conference on System Sciences –1999.
8. Ba, S., Stallaert, J. and Whinston, A.B. (2001), “Introducing a Third Dimension in Information Systems Design: The Case for Incentive Alignment.” Information Systems Research, 12(3), 225-239.
9. Barley, S.R. and Tolbert, P.S. (1997), “Institutionalization and Structuration: Studying the Links between Action and Institution,” Organization Studies, 18(1), 93-117.
10. Barr, P., J. Stimpert and A. Huff, 1992, “Cognitive Change, Strategic Action, and Organizational Renewal,” Strategic Management Journal, 13, 15-36.
11. Benbasat, I., Goldstein, D.K. and Mead, M., (1987), “The Case Research Strategy in Studies of Information Systems,” MIS Quarterly, 11(3), 369-386.
12. Berger, P.L. and Luckmann, T. (1967), The Social Construction of Reality, Doubleday, New York.
13. Berman P. and McLaughlin, M. (1974), Federal Programs Supporting Educational Change: A Model of Educational Change, (R-1589/1-HEw). The RAND Corporation, Santa Monica, Calif.
14. Berry, L.L. (1983), “Relationship marketing,” In Berry, L.L., Shostack,G.L., and Upah, G.D. (Eds.), Services Marketing Conference Proceedings, American Marketing Association, Chicago.
15. Bettis, R. A., Prahalad, C. K. (1995), “The Dominant Logic: Retrospective and Extension,” Strategic Management Journal, 16, 5-14.
16. Brodie, R.J., Coviello, N.E., Brookes, R.W., and Little, V. (1997), “Towards a Paradigm Shift in Marketing? An Examination of Current Marketing Practices,” Journal of Marketing Management, 13(5), 383-406.
17. Bromley, D.W. (1994), “Institutional Economics, In Hodgson, G.M., Samuels, W.J. and Tool, M.R. (Eds.), The Elgar Companion to Institutional and Evolutionary Economics, Edward Elgar Publishing, Aldershot, 386-392.
18. Burrell, G. and Morgan, G. (1979), Sociological Paradigms and Organizational Analysis, Heineman, London, UK.
19. Bush, P.D. (1986), “On the Concept of Ceremonial Encapsulation,” The Review of Institutional Thought, 3, 25-45.
20. Bush, P.D. (1987), “The Theory of Institutional Change,” Journal of Economic Issues, 21, 1075-1116.
21. Campbell, A. (2003), “Creating Customer Knowledge Competence: Managing Customer Relationship Management Programs Strategically,” Industrial Marketing Management, 32, 375-383.
22. Chan, Y. E.; Huff, S.L. (1993), “Strategic Information Systems Alignment,” Business Quarterly, 58(1), 51-55.
23. Chen, I J. and Popovich, K. (2003), “Understanding Customer Relationship Management (CRM): People, Process and Technology,” Business Process Management Journal, 9(5), 672-882.
24. Chiaburu, D.S. and Marinova, S.V. (2004), “Building the Organizational Learning Transfer System (OLTS): Needs Assessment, Design, and Implementation” Proceeding of ASTD 2004 International Conference and Exposition, Washington, DC, Session M213, May 24.
25. Christensen, C. (1997), The Innovator’s Dilemma—When New Technologies Cause Great Firms to Fail, Harvard Business School Press, Cambridge, MA.
26. Christopher, M., Payne, A., and Ballantyne, D. (2002), Relationship Marketing: Creating Shareholder Value, Butterworth, Oxford.
27. Commons, J.R. (1924), The Legal Foundations of Capitalism, Macmillan, New York.
28. Commons, J.R. (1931), “Institutional Economics,” American Economic Review, 21, 648-657.
29. Cooley, C.H. (1956), Social Organization, Free Press, Glencoe, IL.
30. Coriat, B. and Dosi, G. (1998), “The Institutional Embeddedness of Economic Change: An Appraisal of the ‘Evolutionary’ and ‘Regulationist’ Research Programmes,” In Nielsen, K. and Johnson, B. (Eds.), Institutions and Economic Change: New Perspectives on Markets, Firms and Technology, Edward Elgar Publishing, Cheltenham, UK, 3-32.
31. Creswell, J.W. (1998), Qualitative Inquiry and Research Design: Choosing among Five Traditions, Sage Publications, Thousand Oaks, CA.
32. CRMgGuru.com, (2001), What is CRM? Accessed October 2001 at http://www.grmguru.com/content/answers/whatiscrm.html, 2001.
33. CRMGuru.com, (2004), Accessed January 2004 at http://crmguru.custhelp.com.
34. Cuthbertson, R. and Laine, A. (2004), “The Role of CRM within Retail Loyalty Marketing,” Journal of Targeting, Measurement and Analysis for Marketing, 12(3), 290-304.
35. Davenport, T. H. (1998), “Putting the Enterprise into the Enterprise System,” Harvard Business Review, 76(4), 121-131.
36. Davison, R. (2002), Cultural Complications of ERP,” Communications of the ACM, 45(7), 109-111.
37. Day, G.S. and Van den Bulte, C. (2002), “Superiority in Customer Relationship Management: Consequences for Competitive Advantage and Performance,” Working paper, Wharton School of Economics, University of Pennsylvania.
38. Deci, E.L., and Ryan, R.M. (1985), “The General Causality Orientations Scale: Self-determination in Personality,” Journal of Research in Personality, 19, 109-134.
39. Denzau, A.T and North, D.C. (1994), “Shared Mental Models: Ideologies and Institutions,” Kyklos, 47(1), 3-31.
40. DeSanctis, G. and Poole, M.S. (1994), “Capturing the Complexity in Advanced Technology Use: Adaptive Structuration Theory,” Organization Science, 5, 121-147.
41. Dibb, S. (2001), “Customer Relationship Management and Barriers to the Segment of One,” Journal of Financial Services Marketing, 6(1), 10-23.
42. Dopfer, K. (1991), “Toward a Theory of Economic Institutions: Synergy and Path Dependency,” Journal of Economic Issues, 25(2): 535-550
43. Doyle P. (1976), “The Realities of the Product Life Cycle,” Quarterly Review of Marketing, 16, 1-6.
44. Durkheim, É. (1950), The Rules of Sociological Method, Free Press, Glencoe, IL.
45. Dyer, W.G. Jr. and Wilkins, A.L. (1991), “Better Stories, Not Better Constructs, to Generate Better Theory: A Rejoinder to Eisenhardt,” Academy of Management Review, 16(3), 613-619.
46. Eiseman, J.W., Fleming, D.S. and Roody, D.S. (1990), Making Sure it Sticks: The School Improvement Leader's Role in Institutionalizing Change, The Regional Laboratory, Andover, MA.
47. Eisenhardt, K.M., (1989), “Building Theories from Case Study Research,” Academy of Management Review, 14(4), 532-550.
48. Elster, J. (1989), “Social Norms and Economic Theory,” Journal of Economic Perspectives, 3, 99-117.
49. Fahey, L., Srivastava, R.K., Sharon, J.S., and Smith, D.E. (2001), “Linking E-business and Operating Processes: The Role of Knowledge Management,” IBM Systems Journal, 40(4), 889-907.
50. Fairhurst, P. (2001), “E-CRM,” Journal of Database Marketing, 8(2), 137-142.
51. Findlay, C. (2000), “CRM. What’s It All About?” IT Toobox.com, November.
52. Flood, R.L. and Jackson M.C. (1991), Creative Problem Solving, John Wiley and Sons, U.K., Chichester,
53. Flyvbjerg, B. (1998), Rationality and Power—Democracy in Practice, The University of Chicago Press, Chicago.
54. Friedland, R., and Alford, R.R. (1991), “Bringing Society Back In: Symbols, Practices, and Institutional Contradictions,” in W.W. Powell and P.J. DiMaggio (Eds), The New Institutionalism in Organizational Analysis, The University of Chicago Press, Chicago and London, 232-263.
55. Galbreath, J., and Rogers, T. (1999), “Customer Relationship Leadership: A Leadership and Motivation Model for The Twenty-First Century Business,” The TQM Magazine, 11(3), 161- 171.
56. Giddens, A. (1979), Central Problems in Social Theory: Action, Structure, and Contradiction in Social Analysis, University of California Press, Berkeley, CA.
57. Giddens, A. (1984), The Constitutions of Society: Outline of the Theory of Structuration, Polity Press, Cambridge.
58. Goede, R. and De Villiers, C. (2003), The Applicability of Grounded Theory as Research Methodology in studies on the use of Methodologies in IS Practices,” Proceedings of SAICSIT, 208-217.
59. Goodhue, D.L., Wixom, B.H., and Watson, H.J. (2002), “Realizing Business Benefits through CRM: Hitting the Right Target in the Right Way,” MIS Quarterly Executive, 1(2), 79-94.
60. Greenberg, P. (2001), CRM at the Speed of Light, McGraw-Hill, Berkeley.
61. Guimares, T., Igbaria, M. and Lu, M., 1992, “The Determinants of DSS Success: An Integrated Model,” Decision Sciences, 23(2), 409-430.
62. Hamilton, W. (1932), “Institution,” In Seligman E.R.A. and Johnson, A. (Eds.), Encyclopaedia of Social Sciences, Routledge, London, 84-89.
63. Hart, S., Hogg, G., and Banerjee, M. (2004), “Does the Level of Experience Have An Effect on CRM Programs? Exploratory Research Findings,” Industrial Marketing Management, 33, 549-560.
64. Hasan, M. (2003), “Ensure Success of CRM With a Change in Mindset,” Marketing News, 37(8), 16.
65. Hawkes, G.F. (2003), “Customer Relationship Marketing (CRM) in the U.S. Supermarket Industry: Current Status and Prospects,” AEM Extension Bulletin EB, February.
66. Hertzler, J.O. (1961), American Social Institutions, Allyn & Bacon, Boston.
67. Hodgson, G. M. (1994). The Return of Institutional Economics, In N.J. Smelser and R. Swedberg (Eds.), The Handbook of Economic Sociology, Russell Sage Foundation, Princeton, NJ, 58-76.
68. Hodgson, G.M. (1988), Economics and Institutions: A Manifesto for a Modern Institutional Economics, Polity Press, Cambridge.
69. Hofstede, G. (1991), Cultures and Organizations, McGraw-Hill, New York.
70. Huff, A.S. (1990) Mapping Strategic Thought. Wiley, Chichester. Weick, K. and M. Bougon (1986) Organizations as Cognitive Maps: Charting Ways to Success and Failure. In Sims Jr., H., D. Gioia, and Associates (eds.), The Thinking Organization, Jossey-Bass, San Francisco, CA, 102-135.
71. Hughes, A.M. (2004), Accessed October 2004 at http://www.dbmarketing.com/articles/Art190.htm.
72. Hughes, E.C. (1936), “The Ecological Aspect of Institutions,” American Sociological Review, 1, 180-189.
73. Hughes, E.C. (1939), “Institutions,” In Park, R.E. (Ed.), An Outline of the Principles of Sociology, Barnes and Noble, New York, 281-330
74. Janjicek, R., (2004), “CRM Architecture for Enterprise Relationship Marketing in the New Millenium,” HP Technical White Paper, HP website.
75. Jepperson, R.L. (1991), “Institutions, Institutional Effects, and Institutionalism,” in W.W. Powell and P.J. DiMaggio (Eds), The New Institutionalism in Organizational Analysis, The University of Chicago Press, Chicago and London.
76. Kedia, B., and Bhagat, R. (1988), “Cultural Constraints on Transfer of Technology Across Nations: Implications for Research in International and Comparative Management,” Academy of Management Review, 13, 559-571.
77. Keen, P.G.W. and Scott Morton, M.S. (1978), “Decision Support Systems, An Organizational Perspective, Reading, Addison-Wesley, MA. Dibb, S. “Customer Relationship Management and Barriers to the Segment of One,” Journal of Financial Services Marketing, 6(1), 2001, 10-23.
78. Ketokivi, M.A. and Schroeder, R.G., (2003), “Strategic, Structural-contingency and Institutional Explanations in the Diffusion of Innovative Manufacturing Practices,” Working paper, Department of Industrial Engineering and Management, Helsinki University of Technology, accessed January 2 2005 at http://www.tuta.hut.fi/library/working_paper.
79. Kilmann, R.H., Saxton, M.J. and Serpa, R. (1986), “Issues in Understanding and Changing Culture,” California Management Review, 28(2), 87-94.
80. Kim, J., Suh, E., and Hwang, H. (2003), “A Model for Evaluating the Effectiveness of CRM Using the Balanced Scorecard,” Journal of Interactive Marketing, 17, 5-19.
81. King, J.L., Gurbaxani, V., Kraemer, K.L., McFarlan, F.W., Raman, K.S., and Yap, C.S. (1994), “Institutional Factors in Information Technology Innovation,” Information Systems Research, 5(2), 139-169.
82. Kivijärvi, H. and Zmud, R. W. 1993, “DSS Implementation Activities, Problem Domain Characteristics and DSS Success,” European Journal of Information Systems, 2(3), 159- 161.
83. Klein, H.K. and Myers, M.D. (1999), “A Set of Principles for Conducting and Evaluating Interpretative Field Studies in Information Systems,” MIS Quarterly, 23(1), 67-94.
84. Klein, P.G. (2000), “New Institutional Economics,” in Bouckeart, B. and De Geest, G. (eds.), Encyclopedia of Law and Economics, Edward Elgar and the University of Ghent, Cheltenham, UK, 456-489.
85. Kling, R. and Iacono, S. (1989), “The Institutional Character of Computerized Information Systems,” Office: Technology and People, 5(1), 7-28.
86. Knez, M. and Simester, D. (2001), “Firm-Wide Incentives and Mutual Monitoring at Continental Airlines,” Journal of Labor Economics, 19(4), 743-772.
87. Kohli, R., Piontek, F., Ellington, T., VanOsdol, T., Shepard, M., and Brazel, G. (2001), “Managing Customer Relationships Through E-Business Decision Support Applications: A Case of Hospital - Physician Collaboration,” Decision Support Systems, 32(2), 171-187.
88. Kostova, T. (1999), “Transnational Transfer of Strategic Organizational Practices: A Contextual Perspective,” Academy of management Review, 24(2), 308-324.
89. Kostova, T. and Roth, K. (2002), “Adoption of an Organizational Practice by Subsidiaries of Multinational Corporations: Institutional and Relational Effects,” Academy of Management Journal, 45(1), 215-233.
90. Kotler P. (2000), Marketing Management – Analysis, Planning, Implementation and Control, Prentice Hall, The Millennium Edition, USA.
91. Kotler, P. (1991), Marketing Management, 7th (Edn.), Prentice-Hall, Englewood Cliffs, New Jersey.
92. Kotler, P. (1999), Kotler on Marketing. How to Create, Win and Dominate Markets, The Free Press, New York.
93. Kotorov, R. (2003), “Customer Relationship Management: Strategic Lessons and Future Directions,” Business Process Management Journal, 9(5), 566-571.
94. Kracklauer, A., Passenheim, O., and Seifert, D. (2001), “Mutual Customer Approach: How Industry and Trade are Executing Collaborative Customer Relationship Management,” International Journal of Retail and Distribution Management, 29(12), 515-519.
95. Krätke, S. (1999), “A regulationist Approach to Regional Studies,” Environment and Planning A, 31, 683-704.
96. Kreps, D. (1990), Game Theory and Economic Modelling, Oxford University Press, Oxford.
97. Lave, J. (1988), Cognition in Practice, Cambridge University Press, Cambridge, UK.
98. Lee, A.S. (1989), “A Scientific Methodology for MIS Case Studies,” MIS Quarterly, 14(1), 33-50.
99. Liang, T.P. (1986), “Critical Success Factors of Decision Support Systems: An Experimental Study,” Data Base, 17(2), 3-16.
100. Lumpkin, G.T. and Dess, G.G. (2001), “Linking Two Dimensions of Enterpreneurial Orientation to Firm Performance: The Moderating Role of Environment and Industry Life Cycle,” Journal of Business Venturing, 16, 429-451.
101. Markus, M. L. (1994), “Finding a Happy Medium: Explaining the Negative Effects of Electronic Communication on Social Life at Work,” ACM Transactions on Information Systems, 12(2), 119-149.
102. Markus, M.L., Axline, S., Petrie, D., and Tanis, C. (2000), “Learning from Adopters’ Experiences with ERP: Problems Encountered and Success Achieved,” Journal of Information Technology, 15(4), 245-265.
103. Marshall, C., Rossman, G.B. (1991), Designing Qualitative Research, Sage Publications, USA.
104. McLoughlin, I. and Harris, M. (1997), “Introduction: Understanding Innovation, Organizational Change and Technology,” In McLoughlin, I. and Harris, M. (Eds.), Innovation, Organizational Change and Technology, International Thomson Publishing, London, UK, 1-26.
105. Meyer, J.W. and Rowan, B. (1977), “Institutionalized Organizations: Formal Structure as Myth and Ceremony,” American Journal of Sociology, 83(2), 340-363.
106. Mitchell, W.C. (1950), The Backward Art of Spending Money and Other Essays, McGraw-Hill, New York.
107. Monteiro, E. and Hepso, V. (2000), “Infrastructure Strategy Formation: Seize the Day at Statoil,” In Ciborra, C. (Ed.), From Control to Drift: the Dynamics of Corporate Information Infrastructures, Oxford University Press, New York.
108. Neale, W.C. (1987). “Institutions,” Journal of Economic Issues, 21(3), 1177-1206.
109. Neale, W.C. (1994), “Institutions,” In Hodgson, G.M., Samuels, W.J. and Tool, M.R. (Eds.), The Elgar Companion to Institutional and Evolutionary Economics (Vol.1), Edward Elgar Publishing, Aldershot, 402-406.
110. Nelson, R.R. and Sampat, B.N. (2001), “Making sense of institutions as a factor shaping economic performance,” Journal of Economic Behavior and Organization, 44, 31-54.
111. Newman, S., Lynch, T., and Plummer, A.A. (1999), “Success and Failure of Decision Support Systems: Learning as We Go,” Proceedings of the American Society of Animal Science-1999.
112. North, D.C. (1981), Structure and Change in Economic History, W.W. Norton, New York.
113. North, D.C. (1990), Institutions, Institutional Change and Economic Performance, Cambridge University Press, Cambridge.
114. North, D.C. (1991), “Institutions,” Journal of Economic Perspectives, 5, 97-112
115. North, D.C. (1992), “Transaction Costs, Institutions, and Economic Performance,” International Center for Economic Growth, Occasional Paper #30, Institute for Contemporary Studies Press, San Francisco, California.
116. North, D.C. (2000), “Understanding Institutions,” In Claude Ménard (ed.) Institutions, Contracts and Organizations: Perspectives from New Institutional Economics, Edward Elgar Publishing, Cheltenham, UK.
117. Orlikowski, W.J. (1992), “The Duality of Technology: Rethinking the Concept of Technology in Organizations,” Organization Science, 3(3), 398-427.
118. Orlikowski, W.J. (1993a), “CASE Tools as Organizational Change: Investigating Incremental and Radical Changes in Systems.” MIS Quarterly, 17(3), 309-340.
119. Orlikowski, W.J. (1993b), “Learning from Notes: Organizational Issues in Groupware Implementation,” The Information Society Journal, 9(3), 237-250.
120. Orlikowski, W.J. (2000), “Using Technology and Constituting Structures: A Practice Lens for Studying Technology in Organizations,” Organization Science 11(4), 404-428.
121. Orlikowski, W.J. (2003), “Using a Practice Lens: Challenges and Opportunities,” Strategy as Practice Workshop, Glasgow, September.
122. Orlikowski, W.J. and Barley, S.R. (2001), “Technology and Institutions: What Can Research on Information Technology and Research on Organizations Learn from Each Other?” MIS Quarterly, 25(2), 145-165.
123. Orlikowski, W.J. and Baroudi, J.J. (1991), “Studying Information Technology in Organizations: Research Approaches and Assumptions,” Information Systems Research, 2(1), 1-28.
124. Orlikowski, W.J. and Gash, D.C. (1994), “Technological Frames: Making Sense of Information Technology in Organization,” ACM Transactions on Information Systems, 12(2), 669-702.
125. Ostrom, E. (1990), Governing the Commons: The Evolution of Institutions for Collective Action, Cambridge University Press, Cambridge.
126. Palvia, S.C. and Chervany, N.L. (1995), “An experimental investigation of factors influencing predicted success in DSS implementation,” Information & Management, 29, 43-53.
127. Parsons, T. (1940), “The Motivation of Economic Activities,” Canadian Journal of Economics and Political Science, 6, 187-203.
128. Parsons, T. (1990), “Prolegomena to a Theory of Social Institutions,” American Sociological Review, 55, 319-339.
129. Payne, A., Frow, P. (2004), “The Role of Multichannel Integration in Customer Relationship Management,” Industrial Marketing Management, 33(6), 527-538.
130. Peppers, D., Rogers, M., and Dorf, B. (1999), “Is Your Company Ready for One-To-One Marketing?” Harvard Business Review, 77(1), 101-119.
131. Plakoyiannaki, E., and Tzokas, N. (2002), “Customer Relationship Management: A Capabilities Portfolio Perspective,” Journal of Database Marketing, 9(3), 228-237.
132. Powell, T.C. and Dent-Micallef, A. (1997), “Information Technology as Competitive Advantage: The Role of Human, Business, and Technology Resources,” Strategic Management Journal, 18(5), 375-405.
133. Powell, W., and DiMaggio, P., (1991), “The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields,” in W.W. Powell and P.J. DiMaggio (Eds), The New Institutionalism in Organizational Analysis, The University of Chicago Press, Chicago and London, 63-82.
134. Prahalad, C. and Bettis, R. (1986), “The Dominant Logic: A New Linkage between Diversity and Performance,” Strategic Management Journal, 7(6), 485-501.
135. Ragins, E.J. and Greco, A.J. (2003), “Customer Relationship Management and e-business: More than a software solution,” Review of Business, 24, 25-30.
136. Rigby, D.K., Reichheld, F. F., and Schefter, P. (2002), “Avoid the Four Perils of CRM,” Harvard Business Review, February, 101-109.
137. Riggs, F.W. (1964), A Ecologia da Administração Pública, Rio de Janeiro, FGV.
138. Rogers, E.M. (1995), Diffusion of Innovations, 4th Edn., The Free Press, New York.
139. Ruttan, V.W. and Hayami, Y. (1984), “Toward a Theory of Induced Institutional Innovation,” Journal of Development Studies, 20(4), 203-223.
140. Ryals, L., and Knox, S. (2001), “Cross-functional Issues in the Implementation of Relationship Marketing Through Customer Relationship Management,” European Management Journal, 19(5), 534-542.
141. Ryals, L., and Payne, A. (2001), “Customer Relationship Management in Financial Services: Towards Information-enabled Relationship Marketing,” Journal of Strategic Marketing, 9, 3-27.
142. Ryan, R.M and Deci, E.L. (2000), “Intrinsic and Extrinsic Motivations: Classic Definitions and New Directions,” Contemporary Educational Psychology, 25(1), 54-67.
143. Sabherwal, R. and Chan, Y.E. (2001), “Alignment between Business and IS Strategies: A Study of Prospectors, Analyzer, and Defenders,” Information Systems Research, 12(1), 11-33.
144. Schatzki, T.R., Cetina, K.K., von Savigny, E. (Eds.) (2001), The Practice Turn in Contemporary Theory, Routledge, London, UK.
145. Schelling, T.C. (1960), The Strategy of Conflict, Harvard University Press, Cambridge, MA.
146. Schotter, A. (1981), The Economic Theory of Social Institutions, Cambridge University Press, Cambridge, MA.
147. Schotter, A. (1986), “The Evolution of Rules,” In Langlois, R. (Ed.), Economics as a Process: Essays in the New Institutional Economics, Cambridge University Press, Cambridge, MA.
148. Scott, W.R. (1987), “The Adolescence of Institutional Theory,” Administrative Science Quarterly, 32(4), 493-511.
149. Scott, W.R. (1991), Organizations: Rational, Natural and Open Systems, Prentice-Hall, Englewood Cliffs, NJ.
150. Scott, W.R. (2001a), Institutions and Organization, 2nd ed., Sate, Thousand Oaks, CA.
151. Scott, W.R. (2001b), Institutional Carriers: Reviewing Modes of Transporting Ideas Over Time and Space and Considering Their Consequences,” Industrial and Corporate Change, 12(4), 879-894.
152. Scott, W.R. and Meyer, J.W. (1987), “Environmental Linkages and Organizational Complexity: Public and Private Schools” In Levin, H.M. and James, T. (Eds.), Comparing Public and Private Schools, Falmer Press, New York, 128-160.
153. Scott, W.R. and Meyer, J.W. (1994), Institutional Environments and Organizations: Structural Complexity and Individualism, Sage, Thousand Oaks, CA.
154. Scott, W.R., (2003), “Institutional Carriers: Reviewing Modes of Transporting Ideas Over Time and Space and Considering Their Consequences,” Industrial and Corporate Change, 12(4), 879-894.
155. Scribner, B. (2001), “CRM and the Retail Industry,” November, www.Bensplace.com.
156. Selznick, P. (1957), Leadership in Administration, Harper & Row, New York.
157. Setterfield, M. (1993), “A Model of Institutional Hysteresis.. Journal of Economic Issues 27(3), 755-75
158. Shoemaker, M. E. (2001), “A Framework for Examining IT-Enabled Market Relationships,” Journal of Personal Selling and Sales Management, 21(2), 177-185.
159. Shubik, M., (1975), “The General Equilibrium Model Is Incomplete and Not Adequate for the Reconciliation of Micro and Macroeconomic Theory,” Kyklos, 28, 545-573.
160. Silverman, D. (1993), Interpreting Qualitative Data—Methods for Analysing Talk, Text and Interaction, Sage publications, London.
161. Slater, S.F. and Narver, J.C. (1992), “Superior Customer Value and Business Performance: The Strong Evidence for a Market-Driven Culture,” Report #92-125, Marketing Science Institute, Cambridge, MA.
162. Smither, R.D., Houston, J.M., and Mclntire, S.A. (1996), Organization Development: Strategies for Changing Environments, HarperCollins, New York.
163. Soh, C., Sia, S.K., Tay-Yap, J. (2000), “Cultural Fits and Misfits: Is ERP a Universal Solution,” Communications of the ACM, 43(4), 47-51.
164. Srinivasa, R.P, and Saurabh, S. (2004), “Business Intelligence and Retailing,” White Paper, at http://datawarehouse.ittoolbox.com/pub/ND101901.pdf.
165. Srivastava, R.K., and Shervani, T.A., and Fahey, L. (1999), “Marketing, Business Processes, and Shareholder Value: An Organizationally Embedded View of Marketing Activities and The Discipline of Marketing,” Journal of Marketing, 63 (Special Issue), 168-179.
166. Stewart, T.A. (1994), “Rate Your Readiness to Change”, Fortune, 129(3), 106, 108, 110.
167. Stone, M., Woodcock, N. and Machtynger, L. (2000), Customer Relationship Marketing. Get to Know Your Customers and Win Their Loyalty, Kogan Page, London.
168. Swift, R.S. (2001), Accelerating Customer Relationships: Using CRM and Relationship Technologies, Prentice Hall, Upper Saddle River, New Jersey.
169. Swift, R.S. (2002), “Executive Response: CRM is Changing our Eras, the Information we Require, and our Processes…,” MIS Quarterly Executive, 1(2), 95-96.
170. Taylor, C. (1993), “To Follow a Rule...,” In C. Calhoun, E. LiPuma, M. Postone, (Eds.) Bourdieu: Critical Perspectives, University of Chicago Press, Chicago, IL, 45-60.
171. Thong, J.Y.L. (2001), Resource Constraints And Information Systems Implementation in Singaporean Small Businesses, Omega, 29(2), 143-156.
172. Thong, J.Y.L., Yap, C.S., Raman, K.S., (1996), “Top Management Support, External Expertise And Information Systems Implementation in Small Businesses,” Information Systems Research, 7(2), 248-267.
173. Tolbert, P., and Zucker, L. (1983), “Institutional Sources of Change in the Formal Structure of Organizations: The Diffusion of Civil Service Reform, 1880-1935,” Administrative Science Quarterly, 28, 22-39.
174. Tolbert, P., and Zucker, L. (1996), “The Institutionalization of Institutional theory,” In Clegg, S., Hardy, C., and Nord, W. (Eds.), Handbook of Organization Studies, Sage Publications, Thousand Oaks, CA, 175-190.
175. Tool, M.R. (1993), “The Theory of Instrumental Value: Extensions, Clarifications,” in Tool, M.R. (Ed.) Institutional Economics: Theory, Method, Policy, Kluwer Academic Publishers, Boston, 119-159.
176. Tool, M.R. (1994), “Instrumental Value Theory,” In Hodgson, G.M., Samuels, W.J. and Tool, M.R. (Eds.), The Elgar Companion to Institutional and Evolutionary Economics, Edward Elgar Publishing, Aldershot, 406-411.
177. Tyre, M.J. and Orlikowski, W.J. (1993), “Exploiting Opportunities for Technological Improvement in Organizations,” Sloan Management Review, 35(1), 13-26.
178. Umble, E.J., Haft, R.R. and Umble, M.M. (2003), “Enterprise Resource Planning: Implementation Procedures and Critical Success Factors,” European Journal of Operational Research, 146 (2), 241-257.
179. Veblen, T.B, (1899), The Theory of the Leisure Class: An Economic Study of Institutions, Macmillian, New York.
180. Veblen, T.B. (1919), The Place of Science in Modern Civilization and Other Essays, Huebsch, New York.
181. Verhoef, P. C., and Donkers, B. (2001), “Predicting Customer Potential Value: An Application in The Insurance Industry,” Decision Support Systems, 32(2), 189-199.
182. von Krogh, G. Erat, P. and Macus, M. (2000), “Exploring the Link between Dominant Logic and Company Performance,” Creativity and Innovation Management, 9(2), 82-93.
183. Walsham, G. (1995), “The Emergence of Interpretivism in IS Research,” Information Systems Research, 6(4), 376-394.
184. Washington, M. and Ventresca, M.J. (2004), “How Organizations Change: The Role of Institutional Support Mechanisms in the Incorporation of Higher Education Visibility Strategies,” Organization Science, 15(1), 82-97.
185. Weber J.A. (1976), Planning corporate growth with inverted product life cycles, Long Range Planning, October: 12-29.
186. Weick, K.E. (1976), “Educational Organizations as Loosely Coupled Systems,” Administrative Science quarterly, 21(1), 1-19.
187. Wood Jr., T. and Caldas, M.P. (2002), “Adopting Imported Managerial Expertise in Developing Countries: The Brazilian Experience,” Academy of Management Executive, 16(2), 18-32.
188. Yin, R.K. (2003), Case Study Research—Design and Methods, Third Edition, Sage Publications, Thousand Oaks, California.
189. Young, O.R. (1994), International Governance: Protecting the Environment in a Stateless Society, Cornell University Press, Ithaca.
190. Young, O.R. (2002), The Institutional Dimensions of Environmental Change: Fit, Interplay, and Scale, The MIT Press, Cambridge.
191. Yu, L. (2001), “Successful Customer Relationship Management,” MIT Sloan Management Review, 18-19.
192. Zablah, A.R., Bellenger, D.N., and Johnston, W.J. (2004), “An Evaluation of Divergent Perspectives on Customer Relationship Management: Towards a Common Understanding of an Emerging Phenomenon,” Industrial Marketing Management, 33, 475- 489.
193. Zahay, D. and Griffin, A. (2004), “Customer Learning Processes, Strategy Selection, and Performance in Business-to-Business Service Firms,” Decision Sciences, 35(2), 169-203.
194. Zander, U., and Kogut, B. (1995), “Knowledge and the Speed of the Transfer and Imitation of Organizational Capabilities: An Empirical Test,” Organization Science, 6, 76-92.
195. Zucker, L.G. (1977), “The Role of Institutionalization in Cultural Persistence,” American Sociological Review, 42(5), 726-743.
196. Zucker, L.G. (1987), “Institutional Theories of Organizations,” Annual Review of Sociology, 13, 443-464.

指導教授

王存國(Eric T.G. Wang)

審核日期

2005-7-21

推文