QUALITATIVE INVESTIGATION OF TAM
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perceived usefulness. The organizational factors included top management support, training, and
perceived usefulness. The individual factors included skills, computer experience, computer self-
efficacy, and perceived usefulness. An additional finding of this study was that perceived
usefulness played a mediating role between technology, organizational, and individual factors,
and all impacted both employee satisfaction and individual performance.
Alshourah et al. (2018) studied the roles of top management and customer orientation in
enhancing the performance of CRM in the hotel industry. The study highlights how
policymaking within organizations related to CRM requires a deep knowledge of customer
needs, behavior, and preferences and that the major driver of CRM-related change is technology
(Alshourah et al., 2018). A total of 133 Jordanian hotels participated in this study through a
voluntary survey questionnaire, and questions conceptualized CRM across a four-dimensional
construct: key customer focus, CRM organization, knowledge management, and technology-
based CRM. CRM performance was measured by 14 items, top management was measured by
eight items, and customer orientation was measured by nine items. The findings revealed that top
management significantly influenced CRM performance but found an insignificant relationship
between customer orientation and CRM performance. The study found that the reason for the
insignificant impact of customer orientation on CRM performance is possibly due to customer
orientation alone, not guaranteeing better CRM performance in regard to customer satisfaction,
loyalty, retention, and profitability. In particular, the study found that top management ’s
consideration of CRM is closely associated with successful CRM implementation. M anagers’
efforts to promote CRM increase staff recognition and acceptance of the concept, as well as
employee participation.
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