The aim of this study is to investigate the organizational impact deriving from the adoption of a software as a service (SaaS) model for customer relationship management (CRM) applications. The proposed model expands on prior approaches by featuring a theoretical framework that integrates transaction cost theory and the resource-based view, as well as three categories of organizational, economic, and technological factors and their interrelationships. The results from four case studies verify the general applicability of the model, though it is reliable for only some factors. The results also suggest recommendations for encouraging SaaS CRM adoption.
Organizational Impact of SAAS Adoption Model for CRM Applications
ROSSIGNOLI, Cecilia;MOLA, Lapo
2011-01-01
Abstract
The aim of this study is to investigate the organizational impact deriving from the adoption of a software as a service (SaaS) model for customer relationship management (CRM) applications. The proposed model expands on prior approaches by featuring a theoretical framework that integrates transaction cost theory and the resource-based view, as well as three categories of organizational, economic, and technological factors and their interrelationships. The results from four case studies verify the general applicability of the model, though it is reliable for only some factors. The results also suggest recommendations for encouraging SaaS CRM adoption.
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