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The contents of the latest issue of:

International Journal of E-Business Research (IJEBR)
Official Publication of the Information Resources Management Association
Volume 3, Issue 2, April-June 2007
Published: Quarterly in Print and Electronically
ISSN: 1548-1131
EISSN: 1548-114X
Published by IGI Global, Hershey, PA, USA
http://www.idea-group.com/ijebr

Editor-in-Chief: In Lee, Western Illinois University, USA

Special Issue: E-CRM

GUEST EDITORIAL PREFACE:

"Closing the Gap Between the Expectations of Relationship Marketing and the
Reality of E-CRM"

Neil F. Doherty, Guest Editor, Loughborough University, UK
Nigel Lockett, Guest Editor, Lancaster University, UK

Our analysis of the relationship between RM and e-CRM suggests that there
are many organisational and technological challenges that will need to be
addressed before organisations can reap the full potential of e-CRM
initiatives. Consequently, the underlying motivation for producing this
special edition was to provide new insights into how these challenges can
most effectively be overcome, and the gap between the promise of RM and the
reality of e-CRM could best be closed. The first paper proposes an
analytical framework, which can be used by healthcare providers to develop
a competitive advantage through implementing e-CRM systems to create value
for their patients. The second paper explores how e-CRM initiatives must be
accompanied by changes to organisational and individual behaviours, if they
are to deliver improved customer value. The third paper presents an
empirical study that was designed to investigate the appeal of new mobile
CRM services to airline customers. The fourth paper investigates the
importance and role of managerial discretion, with respect to the
adoption of e-CRM. The fifth paper examines the influence of shopping
experience on customers’ future purchase intentions, both for the retailer
and for the channel. The sixth paper examines the complexities of global
CRM strategy using the case of a leading financial services company.

PAPER ONE:

"Integration of E-CRM in Healthcare Services: A Framework for Analysis"

L.C. Burr, University of California – Riverside, USA
R.A. Patterson, The University of Alberta, Canada
E. Rolland, University of California – Riverside, USA
K.F. Ward, University of California – Riverside, USA

The quality of service which could be delivered by the U.S. healthcare
system is in contrast with the customer’s perceived expectations and
reported levels of satisfaction. Due to the uncertainty about stakeholder
views and the anomaly of the third-party payment system, healthcare service
providers are accused of not relating to their patients. This article
examines how¬ by using an analytical framework ¬a healthcare provider can
develop competitive advantage through implementing electronic customer
relationship management (e-CRM) systems that create perceived customer
value for its patients. This framework allows the firm to systematically
look at points where the customer interacts with specific organizational
assets. By examining individual interactions and understanding how the
customer perceives an interaction, the firm may then develop specific e-CRM
systems to maximize the value a customer may realize through that
interaction. Due to the in-depth and lengthy nature of most patient
relationships with a healthcare provider, the healthcare industry is used
as an example of how this framework can be used by all service providers.

To obtain a copy of the entire article, click on the link below.
http://www.igi-pub.com/articles/details.asp?id=6807

PAPER TWO:

"The Impact of E-CRM on Organisational and Individual Behavior: The Effect
of the Remuneration and Reward System"

Soumaya Ben Letaifa, Université du Québec À Montréal, Canada
Jean Perrien, Université du Québec À Montréal, Canada

This article examines how electronic customer relationship management (e-
CRM) has affected both organizational and individual behavior in a leading
Canadian bank. The innovative and customer-driven culture of this bank
pushed it toward early adoption of e-CRM technology. The findings emphasize
the role played by many strategic and organizational dimensions in the
success of e-CRM implementation. In fact, to make e-CRM efforts pay off,
new business processes are required to achieve more effective and closer
interactions with customers. The shift toward customer orientation needs to
be supported by a shift in organizational objectives and processes. The
results indicate that employees’ individual behavior successfully changed
from a transactional to a relational perspective and that training and
coaching ensured a successful integration of e-CRM technology.
Nevertheless, the employee reward and evaluation system, which should have
been changed to leverage CRM impact, has surprisingly been forgotten. This
deficiency is addressed by proposing a new framework for enhancing e-CRM
effectiveness.

To obtain a copy of the entire article, click on the link below.
http://www.igi-pub.com/articles/details.asp?id=6808

PAPER THREE:

"Do Mobile CRM Services Appeal to Loyalty Program Customers?"

Veronica Liljander, Swedish School of Economics and Business
Administration, Finland
Pia Polsa, Swedish School of Economics and Business Administration,  Finland
Kim Forsberg, Intrum Justitia Finland,  Finland

Not until very recently has mobile phone technology become sophisticated
enough to allow more complex customized programs, which enable companies to
offer new services to customers as part of customer relationship management
(CRM) programs. In order to enhance customer relationships and to be
adopted by customers, new mobile services need to be perceived as valuable
additions to existing services. The purpose of this study was to
investigate the appeal of new mobile CRM services to airline customers. An
empirical study was conducted among loyalty program customers (frequent
flyers) of an airline that was considering using MIDlet applications in
order to add new mobile services to enhance customer relationships. The
results show that customers do not yet seem to be ready to fully embrace
new mobile applications. Although the services appeared to slightly improve
customers’ image of the airline, the services did not seem
to enhance their loyalty towards it. However, customers who already used
sophisticated mobile services, such as the Mobile Internet, had a
significantly more positive attitude towards the proposed services. Thus
the success of mobile CRM seems closely linked with customers’ readiness
to use existing mobile services. Before engaging in costly new investments,
companies need to take this factor into serious consideration.

To obtain a copy of the entire article, click on the link below.
http://www.igi-pub.com/articles/details.asp?id=6809

PAPER FOUR:

"E-CRM and Managerial Discretion"

Tim Coltman, University of Wollongong, Australia
Sara Dolnicar, University of Wollongong, Australia

Most sectors of industry, commerce, and government have reported variation
in the performance payoff from electronic customer relationship management
(e-CRM). In this paper we build on surprisingly sparse literature regarding
the importance of managerial discretion to show that the heterogeneity of
beliefs held by managers about e-CRM execution matter when explaining e-CRM
success. Drawing on a data sample comprising 50 interviews and 293 survey
responses we utilise segmentation techniques to identify significant
differences in managerial beliefs and then associate these belief segments
with e-CRM performance. Results indicate that (1) three distinct types of
managers can be identified based on the heterogeneity of their e-CRM
beliefs: mindfully optimistic, mindfully realistic, and mindfully
pessimistic; (2) that there is far less homogeneity at the individual firm
level than is normally assumed in the literature; (3) that heterogeneity in
managerial beliefs is systematically associated with organisational
performance; and (4) these results serve to remind practitioners that e-CRM
performance is dependent upon the right balance between managerial optimism
and realism.

To obtain a copy of the entire article, click on the link below.
http://www.igi-pub.com/articles/details.asp?id=6810

PAPER FIVE:

"Multi-Channel Retailing and Customer Satisfaction: Implications for E-CRM"

Patricia T. Warrington, Texas Christian University, USA
Elizabeth Gangstad, Purdue University, USA
Richard Feinberg, Purdue University, USA
Ko de Ruyter, University of Maastricht, The Netherlands

Multi-channel retailers that utilize an e-CRM approach stand to benefit in
multiple arenas by providing targeted customer service as well as gaining
operational and competitive advantages. To that end, it is inherent that
multi-channel retailers better understand how satisfaction - ¬a necessary
condition for building customer loyalty -¬ influences consumers’ decisions
to shop in one retail channel or another. The purpose of this study was to
examine the influence of shopping experience on customers’ future purchase
intentions, both for the retailer and for the channel. Using a controlled
experimental design, U.S. and European subjects responded to a series of
questions regarding the likelihood making a future purchase following
either a positive or negative shopping encounter. Results suggest that
shopping intentions vary based on the shopping channel as well as cultural
differences.

To obtain a copy of the entire article, click on the link below.
http://www.igi-pub.com/articles/details.asp?id=6811

PAPER SIX:

"Developing a Global CRM Strategy"

Michael Shumanov, Monash University, Australia
Michael Ewing, Monash University, Australia

While the managerial rationale for adopting customer relationship
management (CRM) has been fairly well articulated in the literature,
research on strategy development is scant. Moreover, reports of “CRM
failures” in the popular business press have done little to inspire
confidence. To date, what little research has been conducted in the area of
CRM strategy development has been confined to a single country (often the
U.S.). Global CRM strategy development issues have yet to be specifically
addressed, particularly which elements of CRM strategy should be
centralised/decentralised. The present study examines the complexities of
global CRM strategy using the case of a leading financial services company.
Interviews are conducted in 20 countries. Global Head Office and external
IT consultant perspectives are also considered.

To obtain a copy of the entire article, click on the link below.
http://www.igi-pub.com/articles/details.asp?id=6812

BOOK REVIEW:

What is E-business? How the Internet Transforms Organizations

Reviewed by In Lee, Western Illinois University, USA

By Feng Li
ISBN 1-4051-2558-6
244 pp.; Copyright 2007 Blackwell Publishing

*****************************************************
For full copies of the above articles, check for this issue of the
International Journal of E-Business Research (IJEBR) in your institution's
library. If your library is not currently subscribed to this journal,
please recommend an IJEBR subscription to your librarian.
*****************************************************

CALL FOR PAPERS

Mission of IJEBR:

The primary objective of the International Journal of E-Business Research
(IJEBR) is to provide an international forum for researchers and
practitioners to advance the knowledge and practice of all facets of
electronic business. Emerging e-business theories, architectures, and
technologies are emphasized to stimulate and disseminate cutting-edge
information into research and business communities in a timely fashion. The
secondary objective of this journal is to develop a comprehensive framework
of e-business by taking a multidisciplinary approach to understanding e-
business and its implications on businesses and economies. This journal
serves as an integrated e-business knowledge base for those who are
interested in contributing to the advancement of e-business theory and
practice through a variety of research methods including theoretical,
experimental, case, and survey research methods.

Coverage of IJEBR:

Applications of new technologies to e-business
Collaborative commerce
Consumer behavior
Developing and managing middleware to support e-business
Digital libraries
E-business models and architectures
E-business process modeling and simulation studies
E-business systems integration
E-business standardizations
E-business technology investment strategies
Economics of e-business
E-finance
E-healthcare
Electronic markets and infrastructures
Electronic supply chain management and the
Internet-based electronic data interchange
E-procurement methods
E-services
Evaluation methodologies for e-business systems
Global e-business
Intelligent agent technologies and their impacts
Mobile commerce
Trends in e-business models and technologies
Trust, security, and privacy of e-business transactions and information
Valuing e-business assets
Web advertising
Web-based languages, application development methodologies, and tools
Web personalization and mass customization technologies
Web Services-based E-Business systems
and other related issues that will contribute to the advancement of e-
business research.

Interested authors should consult the Journal's manuscript submission
guidelines at http://www.idea-group.com/ijebr

All inquiries and submissions should be sent to:
Editor-in-Chief: Dr. In Lee at <mailto:[log in to unmask]>

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