From Information Systems and e-Business Management Mona Jami Pour1 · Mahnaz Hosseinzadeh Presenter CHEN,YOU-SHENG (Shane) 2023/01/19

1. From Information Systems and e-Business Management
Mona Jami Pour1 · Mahnaz Hosseinzadeh
Presenter CHEN,YOU-SHENG (Shane) 2023/01/19
An integrated framework
of change management
for social CRM implementation

2. JCR For Information Systems and e-Business Management
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3. 組織變革的因素
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取自 https://sites.google.com/site/1011zuzhixinlixuedishizu/OCnSM/forces-for-change
https://wiki.mbalib.com/zh-tw/社会化客户关系管理
變革（change）
將事物變得不同於以往。
社會化客戶關係管理 (Social CRM)
是通過社群媒體(Social Media)與客戶
建立緊密聯繫，在客群媒體中與客戶
互動，並通過社群媒體中提供更快速
和周到的個性化服務來吸引和保持更
多的客戶。

4. 2 Literature
review
1 Introduction 3 Research
methodology
4 Findings
5 Implications
6 Conclusion
Table of contents

5. Developing a framework to determine change management
requirements for successful implementation of social CRM in
the organizations
Purpose
Findings
Methodology
To fill in this theoretical gap by exploring the change
management requirements of social CRM initiatives in the
organizational level
Best–Worst Method is applied to calculate the weights of
each change requirement

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Originality
To identify the change
management requirements
for successful
implementation of social
CRM systems.
To prioritize and
weight the
requirements based on
their importance for
success.

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6
Introduction
Managing and sharing the
customers insights could be
far valuable for
organizations (gu n et al.
2014; Khodaarami and Chan
2014; Karga- ran et al.
2017)
Based on lpha report
(2018), CRM maret
potential is projected to be
US$ 82B by 2025 with the
growth of 12% annually
Many organizations use social
media channels to improve
customer support and direct
the mareting programs
(Turban et al. 2018)
Social CRM adds two dimensions to CRM;
social media and people

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Introduction
Social
CRM
a truly customer-centric
approach
enhances
interactions
between firms
and customers
improves the
customers
involvement and
support
customers nowledge
acquisition
value co-creation
service innovation
firm performa

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Introduction
the successful implementation of
social CRM systems has largely
remained vague and
underexplored (Cheng and Shiu
2018)
the success relies at the
core on a fundamental
change in the organizational
culture, organizational
commitment
while applying social media
strategy, businesses often
need to mae changes in
their activities, structures
and services (Van der Voet
et al. 2016)
a more comprehensive
framewor is needed to
identify the success factors
regarding the whole change
process

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Success factors of social CRM
many organizations face
various challenges to develop
and maintain social media in
order to improve the
customers relations (Cheng and
Shiu 2018; Yahav et al.
2020).
many researches have
attempted to address success
factors
most of the CRM implementation
success factors in the
literature have focused on
the technical part of social

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Success factors of social CRM

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Change management
unfreezing movement refreezing
ewin model is the most well-nown model
for organizational development practices
(Vaola 2013; Drzensy et al. 2012)
focus on creating
awareness and
dissatisfaction
with the current
state in
individuals to
prepare them for
initial
adoption of
change is
done and
individuals
begin to
embrace new
engage
changes in
the
organization
al daily
activities
(ippert and Davis 200

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14. Research methodology
01
literature review
was done by using
eywords including
social media, CRM,
social CRM success
factors, and
change management
283 Articles
106 Articles - related
45 Articles - research’s analysis

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the change process requirements of Halt et
al. (2007) were taen as the main
categories
Research methodology
Content of change
Context of change
Process
Individuals
what is
needed for
initiatives
to be able
to apply
the change
as current
internal and
external
conditions
affecting
organizational
effectiveness
justifying the
change
legitimizes the
actions
the development
of clear and
common goals
the high-quality
worforce
participation and
commitment of
supervisors
development of
team sills

16. Research methodology
02
the opinions of
the most
experienced
experts in
Iranian social
CRM maret
• completely expert in both
practical and academic
• all the academics had got
PhD degree in mareting
strategy
10 experts
4 top
manager
2 academics
>5Y
2 academics
>10Y
Upon the expert
viewpoints, the
initial
framewor was
verified and two
extra sub-
factors were
added into the
list

17. Research methodology
03
the respondents
were
representatives
of a wide
variety of
businesses
• both the business and
consumer marets and had
deployed social CRM systems
successfully
• the five-point iert scale
• total reliability was 0.84
• 51 cases were selected
• 47 completed questionnaires
were received after 7 wees
• 50.4% of the companies were
B2B
• ages was distributed between
45 and 50 years

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Research methodology

19. Research methodology
04
to identify the
most and the
least important
factors
• the panel consensus approach
• the same participants as in
step 2
• Pair-wise comparison
questionnaires were designed
in accordance with Rezaeis
conventional BWM
questionnaire format
• after around 1 h, the
participants arrived at a
common consensus about the
most and the least important

20. Research methodology
05
to determine the
stage of change
management
process to which
each of the
identified sub-
factors was
related
• a focus group of experts,
consisting of the experts of
step 2 plus two additional
experts in the field of
change management

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Findings
BWM was used to specify the weight of
each main factor and sub-factor for
successful change management of
social CRM implementation

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Findings
Content of change
Context of change
Individual factors
Process
the models were
solved by using the
ingo software and
the local weights of
the main factors and
sub-factors were
obtained

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Findings

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Findings

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Implications
• a probable research direction is to assess
the applicability of the results in business
contexts over different countries
• the suggested framewor contains the most
important international experiences
• organizations should consider contextual,
human, and techno- logical issues, as well
as the process of change
• designing a clear and comprehensive
customer orientation strategy, setting clear
objectives about changes to motivate
employees, developing accurate action
plan, etc

26. 2.the developed framewor
is theoretically presented
3.not studying the possible
interdependencies among
the identified factors in
raning
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Limitations
1.the study sample was broad
exploring the
applicability of the
findings to different
industries, contexts,
and countries is
encouraged
simulated by dynamic
simulation approaches

27. Development and implementation of social
CRM as a complex process requires high
attention to changes and managing them
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Conclusion
Our findings extend the existing knowledge
regarding the successful implementation of social
CRM implementation
The current research answers the question how
an organization can successfully manage
necessary changes as to social CRM
implementation

28. Thank you

29. Jami Pour, M., Hosseinzadeh, M. An integrated framework of change management for social CRM
implementation. Inf Syst E-Bus Manage 19, 43–75 (2021). https://doi.org/10.1007/s10257-020-
00479-z
Lewin 的三步驟模式
https://sites.google.com/site/1011zuzhixinlixuedishizu/OCnSM/approaches-to-managing-
organizational-change/lewins-three-step-model
社会化客户关系管理(Social Customer Relationship Management,SCRM)
https://wiki.mbalib.com/wiki/%E7%A4%BE%E4%BC%9A%E5%8C%96%E5%AE%A2%E6%88%B7%E
5%85%B3%E7%B3%BB%E7%AE%A1%E7%90%86
Readiness for Organizational Change: The Systematic Development of a Scale
https://journals.sagepub.com/doi/10.1177/0021886306295295
RESOURCES