The Impact of Crm Capability Dimensions on Organizational Performance

ustomer relationship management is considered key to organizations' success in today's competitive environment. However, empirical evidence show mixed support to the impact of CRM initiatives on performance. Using the resourcebased view RBV of the firm, CRM is hypothesized as a distinctive capability that can lead to superior business performance. The study proposes four dimensions of CRM capability: CRM technology, CRM processes, customer orientation, and CRM organization. Data used to validate the research model were collected through cross sectional survey of large Egyptian companies. SEM was used to test the research hypotheses. All CRM proposed dimensions showed significant link to performance. However, when all impacts were considered simultaneously, CRM organization emerged as the only significant predictor of performance. Implications for theory and practice are presented.