Technology Acceptance Model in U.S. Extension: CRM Adoption

QUALITATIVE INVESTIGATION OF TAM

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success factors for CRM adoption. Additionally, she states that strategic organizational planning

and consideration of cost and resources are criteria for technology adoption. Pre-adoption

approaches include strategic organizational planning, evaluation, and communication across the

organization. She states that the challenges in CRM adoption include training and support, cost

and resources, perceived ease of use, data security, employee resistance, and employee turnover.

Alternative approaches to CRM include the use of various ad hoc systems. Currently, Leia

reports that employees do not find the CRM to be difficult to use, but it is viewed as somewhat

useful. She stated that data security and data privacy were potential risks for CRM

implementation. Leia states that the implications of CRM technologies on outreach, engagement,

and communications include data centralization and increased efficiency.

Jane McCall

Jane McCall works for Extension at a university in the southern region, and she is the

local champion for CRM adoption in her state. She defines CRM as event management and

revenue generation. Her state currently utilizes Modern Campus Destiny One, and there is a

varied acceptance rate in what she describes as a relatively slow rollout of the technology.

Employee resistance is centered around change management, digital literacy, perceived ease of

use, and perceived usefulness. Jane describes the critical success factors of CRM implementation

as user buy-in, the presence of a champion, training and support, and policies and procedures.

She suggests that the criteria for technology adoption include the perceived usefulness of the

technology. The pre-adoption approaches she uses across her state include offering training and

support, and communicating with different offices around the state about the opportunities a

CRM can offer. The challenges of adoption include perceived usefulness, employee resistance,

change management, and training and support. Jane states that the potential risks of CRM