The Role of Relational Information Processes and Technology Use in Customer Relationship Management

By S. Jayachandran, Subhash Sharma, Peter Kaufman, Pushkala Raman. 2005

1,078 citations recorded by the source corpus.

Subfields: Marketing, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ea5b6bf4df96d090ab99e7bc6a48e08a7748754a

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Citations in the corpus

Customer Prioritization: Does it Pay off, and how Should it be Implemented? (2008, methodology): “However, firms can prioritize customers without relying on sophisticated CRM systems (Jayachandran et al. 2005).”
Phubbed and Alone: Phone Snubbing, Social Exclusion, and Attachment to Social Media (2017, result): “The correlation between themarker variable item and each study measure was small and nonsignificant; thus, it is unlikely that common method bias affected the results (Lindell and Whitney 2001; Jayachandran et al. 2005).”
Social media technology usage and customer relationship performance: A capabilities-based examination of social CRM (2014, methodology): “This approach of using a single score to capture technology use is similar to that of past research (e.g., Ahearne, Jones, Rapp, & Mathieu, 2008; Jayachandran et al., 2005).”
Relationship orientation or service quality (2007, methodology): “The scales for customer orientation and competitor orientation consisted of four and two items, respectively, based on the market-orientation scales proposed in the work of Narver and Slater (1990), Deng and Dart (1994), Deshpandé and Farley (1996), and Kennedy, Goolsby, and Arnauld (2003).”
Further insights into perceived value and consumer loyalty: A "Green" perspective (2011, background): “Common method bias may occur when both independent and dependent variables are obtained from the same data source (Jayachandran et al., 2005).”
Can Social Media Marketing Improve Customer Relationship Capabilities and Firm Performance? Dynamic Capability Perspective (2017, background): “…perspective, the literature suggests that marketing technologies have enabled firms to interact more effectively and efficiently with customers (Coviello, Milley, and Marcolin 2001), to capture and use customer information developing for more effective customer responses (Jayachandran et al. 2005).”
The effects of customer acquisition and retention orientations on a firm’s radical and incremental innovation performance (2011, neutral): “At the industry level, we controlled for three environmental variables—market dynamism, competitive intensity, and technology turbulence—that may influence customer knowledge development, resource configuration decisions, and innovation performance (Jayachandran et al. 2005).”
The effects of supplier capabilities on industrial customers’ loyalty: the role of dependence (2010, methodology): “Malhotra et al. (2006) and Jayachandran et al. (2005) , we used the marker variable technique.”
Improving customer-focused marketing capabilities and firm financial performance via marketing exploration and exploitation (2011, background): “Firms strive to use interactions with customers to generate commitment, a lasting desire in customers to maintain a valued relationship, and trust, the readiness to rely on an exchange partner ( Jayachandran et al. 2005 ).”