QUALITATIVE INVESTIGATION OF TAM
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regarding complexity, relative advantage, security, customer pressure, and competitive pressure
were not moderating effects on CRM adoption based on firm size.
Cruz-Jesus et al. (2019) highlight that there are considerable benefits of CRM but observe
that there is limited research considering the CRM adoption stages, including evaluation,
adoption, and routinization. This research developed a conceptual framework to examine the
antecedents that affect CRM adoption stages in organizations (Cruz-Jesus et al., 2019). This
study highlights that there is a prominent assumption about CRM, either as exclusively
technological or a marketing tool, rather than a dynamic innovation that must be well managed to
maximize organizational efficiency and competitive agility. The framework developed looks at
three components that serve as antecedents to CRM adoption, including technological context
such as competence and data quality, organizational context such as top management support,
and environmental context such as competitive pressure. The hypotheses were that technology
competence positively influences CRM evaluation, adoption, and routinization; top management
support positively influences CRM evaluation, adoption, and routinization; and competitive
pressure positively influences CRM evaluation but negatively influences CRM routinization. A
questionnaire was developed and distributed to firms in multiple professional sectors, including
questions related to the hypotheses. A total of 277 responses were collected from these various
sectors, with a variety of individuals utilizing CRM across multiple components of the
organization. The results of this study highlight that data quality and integration, top
management support, and competitive pressure are the primary drivers of CRM evaluation and
adoption. Additionally, technology competence and CRM evaluation drive CRM adoption, while
competitive pressure and CRM adoption positively influence routinization. There was also a
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