Change Management and Customer Relationship Management (CRM) Implementations: Planning for Success

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dc.contributor.authorKanellakis, Nicholas
dc.date.accessioned2008-11-13T22:54:30Z
dc.date.available2008-11-13T22:54:30Z
dc.date.issued2005-12
dc.descriptionx, 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].en
dc.description.abstractThis 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.en
dc.identifier.urihttps://hdl.handle.net/1794/7801
dc.relation.ispartofseriesAim Capstone 2005;Nicholas Kanellakis
dc.subjectApplied Information Managementen
dc.subjectTrainingen
dc.subjectLeadershipen
dc.subjectInfrastructure changeen
dc.subjectCIOen
dc.subjectCRMen
dc.subjectCustomer relationship managementen
dc.subjectPerformance metricsen
dc.subjectAIMen
dc.subjectDataen
dc.titleChange Management and Customer Relationship Management (CRM) Implementations: Planning for Successen
dc.typeOtheren

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