Merger: institutional interplay with customer relationship management
Abstract
Purpose
The purpose of this paper is to discuss institutional influence on customer relationship management (CRM) practices and the restructuring of portfolios during the merger of two pharmaceutical companies.
Design/methodology/approach
An explanatory case study from the perspective of the focal actor.
Findings
Isomorphic pressures and some organizational conditions are identified as relevant factors in the redefinition of the customer, the outcome of which is the deinstitutionalization of some CRM practices and the restructuring of customer portfolios. It is also proposed that procedural legitimacy drives the change within the network organization.
Research limitations/implications
This study reported in this paper is idiographic and explores one case. Further longitudinal research is needed in order to generalize the findings.
Practical implications
CRM practices are contingent upon how isomorphic pressures are coped with and how the institutional arrangements are utilized during the merger.
Originality/value
This paper contributes to the discussion on institutional influence on CRM in network organizations.
Keywords
Citation
Lukkari, P. (2011), "Merger: institutional interplay with customer relationship management", Management Research Review, Vol. 34 No. 1, pp. 17-33. https://doi.org/10.1108/01409171111096450
Publisher
:Emerald Group Publishing Limited
Copyright © 2011, Emerald Group Publishing Limited