Kanellakis, Nicholas2008-11-132008-11-132005-12https://hdl.handle.net/1794/7801x, 137 p. This paper was completed as part of the final research component in the University of Oregon Applied Information Management Master's Degree Program [see htpp://aim.uoregon.edu].This paper identifies change management practices that facilitate Customer Relationship Management (CRM) (Nykamp, 2001) implementations. Selected literature published between 1994 and 2004 is subjected to grounded theory and constant comparison analysis (Strauss and Corbin, 1990). Results are grouped by four change management areas from Kale (2005): training, leadership, infrastructure change, and performance metrics. The outcome is presented to CIOs and CRM steering committee members, as a decision support tool in planning a CRM implementation.Applied Information ManagementTrainingLeadershipInfrastructure changeCIOCRMCustomer relationship managementPerformance metricsAIMDataOther