The role of customer management capabilities in public-private partnerships

Ana Isabel Canhoto, Maureen Meadows, Kirstie Ball, Elizabeth Daniel, Sally Dibb, Keith Spiller

Research output: Contribution to journalArticle

4 Citations (Scopus)
16 Downloads (Pure)

Abstract

Commercial organisations are increasingly asked to perform tasks traditionally associated with governmental bodies, such as law enforcement. The rationale for these public–private partnerships is that there are synergies between traditional business skills and those required to achieve certain societal goals. However, there is a lack of research into whether this is, indeed, the case. This paper addresses this gap by investigating one particular type of public–private partnership: anti-money laundering (AML). The study explores the potential synergies between customer relationship management (CRM) and those required for AML. A quantitative survey-based approach is used to identify the overlaps and connections between these two areas of competence. The findings reveal tensions between financial institutions’ dual roles as both commercial organisations and players in the battle against money laundering. The consequences for these firms are explored, and the wider implications for other organisations supplying non-commercial services to government are considered.
Original languageEnglish
Pages (from-to)384-404
Number of pages21
JournalJournal of Strategic Marketing
Volume25
Issue number5-6
Early online date6 Apr 2016
DOIs
Publication statusPublished - 2017

Bibliographical note

Publisher Statement: This is an Accepted Manuscript of an article published by Taylor & Francis in Journal of Strategic Marketing on 6th April 2016, available online: http://www.tandfonline.com/10.1080/0965254X.2016.1148769

Keywords

  • marketing capabilities
  • public-private partnerships
  • customer relationship management
  • anti money laundering
  • customer insight

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