QUALITATIVE INVESTIGATION OF TAM
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within the CES. Lastly, participant feedback has been crucial for the trustworthiness of the data
and, ultimately, the findings of this study. Interview narratives were provided to participants for
feedback, insights, clarifications, and changes. This collaboration reinforced the strength of the
data and the current sentiments of CES professionals regarding CRM technologies.
Practical
The findings of this study hold several practical implications for the CES and similar
organizations that are considering CRM technology implementation. First, CES professionals
need to engage in an informed decision-making process regarding the selection of CRM
technologies. According to the findings of this research, the vast majority of CES organizations
have already adopted or are considering Salesforce as a software solution. Participants largely
reported that the use of Salesforce stems from its use in other areas of the university, allowing for
the benefit of existing infrastructure and support. However, the findings of this study highlight a
lower level of perceived ease of use with Salesforce, with a positive correlation toward low
reported adoption success. On the other hand, universities using non-Salesforce systems do
appear to report higher levels of perceived ease of use alongside higher levels of reported
adoption success.
This research also highlights that employee resistance can pose a significant challenge to
CRM adoption within the CES. With this understanding, CES leaders should consider change
management strategies and a strong leadership commitment toward developing appropriate
policies and procedures that encourage use. The centralization of data in the CES raises concerns
for CES professionals who have developed trusted relationships with community members;
efforts to ensure data privacy and limit visibility of shared contacts where appropriate could
address these concerns. Additionally, for successful adoption and quality data management,
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