Implementation team responsiveness and user evaluation of customer relationship management: A quasi-experimental design study of social exchange theory

Journal of Management Information Systems

Volumn 19, Issue 1, 2002, Pages 47-69

  Gefen, David ^a   Ridings, Catherine M ^a  

^a DREXEL UNIVERSITY   (United States)

Author keywords

Customer Relationship Management; Enterprise Resource Planning; Social exchange theory

Indexed keywords

CUSTOMER SATISFACTION; ENTERPRISE RESOURCE PLANNING; INDUSTRIAL MANAGEMENT; INFORMATION TECHNOLOGY; MANAGEMENT INFORMATION SYSTEMS; SOCIETIES AND INSTITUTIONS;

CUSTOMER RELATIONSHIP MANAGEMENT (CRM);

COMPUTER SOFTWARE;

EID: 0036607545     PISSN: 07421222     EISSN: None     Source Type: Journal    
DOI: 10.1080/07421222.2002.11045717     Document Type: Article

References (40)

1. Lessons from enterprise resource planning implementation in Ireland - Toward smaller and shorter ERP projects
2. A model of the distributor's perspective of distributor-manufacturer working relationships
3. Relationship quality in services selling: An interpersonal influence perspective
4. How to avoid the 10 biggest mistakes in CRM
5. Developing buyer-seller relationships
6. Laboratory experimentation
7. It is not enough to be responsive: The role of cooperative intentions in MRP II adoption
8. Nurturing clients' trust to encourage a long-term relationship during the customization of ERP systems
9. The impact of developer responsiveness on perceptions of usefulness and ease of use: An extension of the technology acceptance model
10. CRM: The cutting edge of servicing customers
11. The social construction of a digital library: A case study examining implications for evaluation
12. Citizenship behavior and social exchange
13. ERP experiences and evolution
14. An ERP game plan
15. Learning from adopters' experience with ERP: Problems encountered and success achieved
16. CRM market heats up
17. Planning for success after "go-live"
18. A model of ERP project implementation
19. Relating benefits from using IS to an organization's operating characteristics: Interpreting results from two countries
20. Information asymmetry between salesperson and supervisor: Postulates from agency and social exchange theories
21. Customer relationship management
22. SAP expects record profits
23. Enhancing functionality in an enterprise software package
24. Cultural fits and misfits: Is ERP a universal solution
25. SAP boosts development efforts
26. Value of information technology: A process-oriented approach
27. SAP offers customer relationship manager module for telecom companies
28. The role of the CIO and IT function in ERP