Implementation of relationship quality for CRM performance: Acquisition of BPR and organisational learning

Abstract

This investigation applies qualitative and quantitative methods to explore the relationship between business process re-engineering (BPR), organisational learning, relationship quality and organisational performance in context of the implementation of customer relationship management (CRM). BPR and organisational learning are the first steps in the construction of CRM. Relationship quality involves trust, satisfaction and commitment, which are intended to be increased by the CRM implementation. The balanced scorecard (BSC) approach is applied to the measurement of organisational performance. The results of cases and data analysis support the actual implementation of CRM, and the respondents believe that the contribution of BPR and organisational learning can improve relationship quality and organisational performance.