Toward a contingency theory of CRM adoption

Abstract

Acknowledging the paucity of research on customers who are the targets of customer relationship management (CRM) efforts, this paper presents a contingency theory framework and set of research propositions suggesting that successful CRM adoption is contingent on a variety of contextual factors that influence value exchange in B2B channel relationships. Grounded in theoretical perspectives on the customer selection process, channel governance, transaction costs, power distribution in marketing channels, and dynamic capabilities, the authors identify five broad categories of variables potentially important in studying CRM adoption and directly affecting CRM success/failure.

Keywords:

• customer relationship management
• contingency theory
• propositions