Unifying the fragmented models of information systems implementation
Critical issues in information systems research
A scientific methodology for MIS case studies
MIS Quarterly
Supporting the information technology champion
MIS Quarterly - Special issue on the strategic use of information systems
Task-technology fit and individual performance
MIS Quarterly
The critical success factors for ERP implementation: an organizational fit perspective
Information and Management
Information and Management
Using e-CRM for a unified view of the customer
Communications of the ACM - Digital rights management
Business process change and organizational performance: exploring an antecedent model
Journal of Management Information Systems - Special section: The impacts of business process change on organizational performance
A Taxonomy of Antecedents of Information Systems Success: Variable Analysis Studies
Journal of Management Information Systems
Impact of Information Technology Management Practices on Customer Service
Journal of Management Information Systems
Journal of Management Information Systems
Introduction to the Special Section: Consumer-Focused Processes in E-Commerce
International Journal of Electronic Commerce
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We draw on information systems (IS) implementation, business process reengineering, and relationship management research to identify specific interventions that contribute to successful implementation of Customer Relationship Management (CRM) system projects. These interventions are examined across multiple cases, which depict varying levels of performance outcomes. The analysis not only confirms the important role of top management found in early studies on IS implementation and information integration, but provides a more granular assessment of these executive level interventions. The study also shines light on the role of CRM system characteristics and cooperative cross-functional and inter-organizational relationships in facilitating successful implementation of CRM systems. Researchers and managers need to consider these interventions in the context of information systems that not only impact multiple functional units but also external business partners. The results of the study provide managers with insights into areas where they can successfully intervene to manage the behavioral aspects of CRM system projects, make effective resource allocation decisions, and better plan for system functionality and structural issues. The propositions derived from the data will provide scholars with impetus for further research in clarifying the formula for successful CRM system implementation.