A CRM-based pathway to improving organisational responsiveness: an empirical study

Luciano Batista, Sally Dibb, Maureen Meadows, Matthew Hinton, Matthew Analogbei

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Successful organisations are characterised by how they adjust their organisational practices in response to the external environment. The concept of organisational responsiveness has been used to describe this ability to respond to market changes. The role played by customer relationship management (CRM) in supporting this process is considered, with a focus on the contribution made by how CRM is approached and embedded in the organisation, effective information systems, and staff empowerment. Drawing on data from an empirical study of financial services firms in Brazil, the findings show that improved organisational responsiveness is more effectively enabled by a ‘CRM approach – systems effectiveness – staff empowerment’ pathway, rather than the simple ‘CRM approach – systems implementation’ pathway adopted by many firms. The theoretical and managerial implications of the findings are explored.
Original languageEnglish
Pages (from-to)494-521
Number of pages28
JournalJournal of Strategic Marketing
Issue number6
Early online date16 Dec 2018
Publication statusPublished - 17 Aug 2020

Bibliographical note

This is an Accepted Manuscript of an article published by Taylor & Francis in Journal of Strategic Marketing on [In -press].

Copyright © and Moral Rights are retained by the author(s) and/ or other copyright owners. A copy can be downloaded for personal non-commercial research or study, without prior permission or charge. This item cannot be reproduced or quoted extensively from without first obtaining permission in writing from the copyright holder(s). The content must not be changed in any way or sold commercially in any format or medium without the formal permission of the copyright holders.


  • CRM
  • IS effectiveness
  • Organisational responsiveness
  • staff empowerment

ASJC Scopus subject areas

  • Strategy and Management
  • Marketing

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