How Critical is Employee Orientation for Customer Relationship Management? Insights from a Case Study
基于英国汽车服务业一家领先企业的深度案例，研究了员工导向如何嵌入组织文化并影响客户关系管理（CRM）的四个子流程，实证支持了员工导向与CRM成功之间的关联。
abstract This paper explores the interface of employee orientation and the Customer Relationship Management (CRM) process based on an in‐depth case study of a leading firm in the UK automotive services sector. Employee orientation is embedded in the Organizational Culture (OC) of the firm and manifested through its key elements, notably assumptions, values, behaviours and artefacts. CRM consists of four organizational activities: strategic planning, information, value creation, and performance measurement sub‐processes. Based on the case study evidence, the widely postulated link between CRM success and employee orientation is empirically supported and the mechanisms underlying this association elucidated.