Does organisational culture influence CRM's financial outcomes?

Abstract

Our survey of respondents in 99 organisations with a customer relationship management (CRM) system finds that organisational culture is significantly related to the achievement of desirable CRM outcomes, as indicated by an index composed of a number of financial metrics. Most notable is the strong association between adhocracy and hierarchy cultures and CRM success. This is the first empirical study that has investigated whether organisational culture, as measured using the Competing Values Model, has a main effect on CRM success. The study also considers the influence of a number of moderating conditions on CRM success. No moderating effects are found. We conclude that organisations with an appropriate organisational culture are more likely to enjoy financially desirable CRM outcomes.

Keywords:

• customer relationship management
• CRM
• organisational culture
• competing values model
• adhocracy