The impact of CRM infrastructural and cultural resources and capabilities on business performance: An application of the resourcebased view in the mobile telecommunications industry

Abstract

Based on the Resource-Based View (RBV) literature, this study aims at developing and implementing a novel and comprehensive model so as to measure the effect of CRM resources on CRM capabilities and the effect of the latter on business performance. CRM resources are defined as infrastructural CRM resources (i.e. technological resources, human resources, and organizational resources), and cultural CRM resources (i.e. customer orientation, learning orientation, and result orientation). CRM capabilities are measured through an organization's customer interaction capability, customer relationship upgrading capability, and customer win-back capability. As for performance, this study measures business performance comprehensively from financial and marketing perspectives. Although the results indicate that CRM infrastructural resources has a positive and direct effect on CRM capabilities, the effect of customer orientation culture and learning orientation culture on CRM capabilities was significantly stronger. Further, the results indicate the CRM capabilities significantly and positively affect business performance from marketing and financial standpoints. However, the effect of CRM capabilities on marketing performance was found to be stronger than effect on financial performance and marketing performance was found to partially mediate the relationship between CRM capabilities and financial performance.