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Cross-functional interface and disruption in CRM projects: Is marketing from Venus and information systems from Mars?

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  • Cooper, Marjorie J.
  • Gwin, Carol F.
  • Wakefield, Kirk L.

Abstract

Because of the inherently cross-functional nature of customer relationship management, the use of cross-functional teams in CRM project implementations is virtually mandatory to achieve critical marketing and sales objectives. This study examines the effects of functional membership as well as team and individual performance evaluations on project members' perceptions of disruption and cooperation during CRM project implementations. The results show that IS project members are more likely to perceive internal volatility and manifest interfunctional conflict and less likely to perceive interfunctional cooperation than project members from either sales/marketing or general management. We also find that team performance evaluations are negatively associated with disruption and positively associated with cooperation, while individual evaluations are negatively associated with internal volatility.

Suggested Citation

  • Cooper, Marjorie J. & Gwin, Carol F. & Wakefield, Kirk L., 2008. "Cross-functional interface and disruption in CRM projects: Is marketing from Venus and information systems from Mars?," Journal of Business Research, Elsevier, vol. 61(4), pages 292-299, April.
    • Handle: RePEc:eee:jbrese:v:61:y:2008:i:4:p:292-299
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    References listed on IDEAS

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    Cited by:

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    3. Lee, Nick & Gilliland, David I. & Bello, Daniel C. & Osmonbekov, Talai, 2011. "When electronic management tools work - and don't work - in social-based distribution channels: A study of IT manufacturers and resellers," Journal of Business Research, Elsevier, vol. 64(10), pages 1017-1024, October.
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