Unifying the fragmented models of information systems implementation
Critical issues in information systems research
Operationalising the implementation puzzle: an argument for eclecticism in research and in practice
European Journal of Information Systems
Corporate Information Systems Management: Text and Cases
Corporate Information Systems Management: Text and Cases
Software Engineering (7th Edition)
Software Engineering (7th Edition)
Enabling Customer-Centricity Using Wikis and the Wiki Way
Journal of Management Information Systems
Breaking the Knowledge Acquisition Bottleneck Through Conversational Knowledge Management
Information Resources Management Journal
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Many companies have large expectations to the use of CRM systems, expecting to harvest benefits from dialogue marketing and internal knowledge synergies. How should these systems be implemented? And how easy do the benefits come? The high failure rate of CRM projects illustrates the gap between our intentions and outcomes. Interpreting a longitudinal case study and the research literature, we find two options to improve our practice. From a managerial view we should treat CRM projects as complex challenges, needing tight project control and the application of change management techniques, focusing on the marketing process and data quality. In contrast, we could accept that the mechanisms at work at the micro level are only partly controllable by management techniques, and we would let the infrastructure grow organically.