The case study applies a processual analysis to the implementation of Customer Relationship Management system from a knowledge management perspective to a contemporary situation within a City Council. The main focus of the article is sub-cultures, psychological contracts, how tacit knowledge is surfaced and shared, and with what effects on implementation. David Finnegan and Leslie Willcocks entitled “Knowledge Issues in the Introduction of CRM Systems: Subculture Interactions, Tacit Knowledge sharing and Psychological Contracts”. Their article specifically discusses the knowledge management issues in CRM implementation in Birmingham City Council (BCC).
Issues leading towards the failure of BCC
- Political issues
- Lack of end-user support
- Internal communication
- User involvement
- Data accuracy and consistency
- User training (Lack of training to new staff)
- Selection of Vendor
- Lack of management support
- Loosing of key staff
To conclude, knowledge-sharing culture is critical in implementing CRM system. Thus, organisations implementing CRM should have knowledge management initiatives in place in order to facilitate knowledge sharing between employees, improve staff retention, and prevent knowledge loss when experienced staffs leave the organisations.
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