Integrating Organizational Change Management and Customer Relationship Management in a Casino

This research aims to solve the problem: How can casinos manage organizational change programs, and internal and external customer relationship management (CRM) programs? To find a solution, it uses two stages of qualitative methods: convergent interviewing and case research about four departments of a casino in Australia. After a thorough data analysis of documents and interview data, 12 themes were identified and they led to the development of a model of how organizational change management and CRM can be integrated to improve initiatives in organizations such as casinos. The model has seven core elements: Vision, key challenge, objective, measure, strategy, initiative and outcome. A contribution is the development of this evidence-based model of links between the both types of CRM and organizational change management, with an action checklist for managers. Analytic generalization beyond the research setting was done in this research, but more external validation could be done in future research. Managers could use the checklist of actions about this research’s integrated model, to reduce the high failure rate of change initiatives.