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

QUALITATIVE INVESTIGATION OF TAM

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contributing to employee resistance in their states. In one participant use-case in the north central

region, the organization is piloting Salesforce across a limited number of users. This particular

participant focused tremendous efforts on training and support, ensuring that the Salesforce

interface was customized appropriately for the pilot program. As a result, her organization

appears to be overcoming hurdles of complexity, compatibility, and trialability while

simultaneously creating a perception of the system that it is both easy to use and demonstrating

value to Extension users that increased the perceived usefulness. On the other end of the

spectrum in the northeastern region with a participant use-case of Salesforce that has a limited

set of users, training and support appears to be elusive and creating the appropriate interfaces

aligned with the organizational needs is a significant source of frustration. That participant

reported that the system is difficult to use and although they believe in the potential usefulness,

they simply are not seeing their return on investment.

Critical Success Factors

Findings from the Farhan et al. (2018) study demonstrated that the top critical success

factors for CRM implementation were top management support and commitment, IT systems

management and integration, a clearly defined CRM strategy, knowledge management

capabilities, and an organizational culture of change. Anaam et al. (2022) found that top

management support, training, and perceived usefulness were the most significant critical

success factors for CRM implementation. This research on the CES found that participants

reported very similar findings, although sometimes spread across more than one category and

contextualized for the CES. This includes identifying training and support, perceived usefulness,

user buy-in, strategic organizational planning, integrations strategy, and leadership commitment

as the top critical factors. With that said, participant perceptions toward successful CRM

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