Knowledge Issues in the Introduction of CRM Systems: Subculture Interactions, Tacit Knowledge sharing and Psychological Contracts

This exploratory case study research applies a processual analysis to the implementation of a Customer Relationship Management (CRM) system from a knowledge management perspective to a contemporary situation within a City Council. A specific focus is given to areas neglected in previous CRM studies sub-cultures, psychological contracts, how tacit knowledge is surfaced and shared, and with what effects on implementation It investigates how the system stakeholders and the information system (IS) itself evolved through encountering barriers, sharing knowledge, finding new uses, inventing work-arounds. A rich picture emerges of sub-cultural silos of knowledge linked with psychological contracts and power-based relationships influencing and inhibiting adoption and acceptance of the CRM system.