Abstract
This study seeks to explain the influence of several individual service capabilities and their interactions on customer relationship management (CRM) performance in the banking industry. Two samples are analysed (bank staff and bank customers) and an empirical study is carried out using a multiple interaction regression approach. The findings show the main effect of human resources, information knowledge and marketing knowledge, and their interactions (the dyadic and conjoint service capabilities) on the effectiveness of CRM performance. The interactions are compared with the main effects, taking an overall view of capability–performance linkage. The main conclusions suggest that the latter are far more important. These findings provide important information for banks, which need to build successful long-term CRM associations with their customers, to adapt in today's dynamic environment.
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