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The aim of the paper is to identify interactions existing among the identified factors and understanding how they impact adoption intention so that better CRM strategies for mobile channel can be orchestrated.

The paper empirically explores the underlying factors by the application of confirmatory factor analysis and structural equation modeling. The study sample consists of 523 respondents with a response rate of 63.9 percent (usable response rate).

The empirical findings reveal that from the perspective of benefits, perceptions value, perceived usefulness and context were the three critical components significantly influencing adoption intention. On the apprehension side, the effects of perceived security assurance, perceived trust, perceived cost and perceived risk on perceived value as well as perceived usefulness were significant.

The study had a few limitations such as selection of the sample from a limited number of places, and the model was cross-sectional measuring perceptions and intentions at a single point of time.

Based on the findings, banks should focus on increasing the value perceptions of the customers by considering the perceptions of usefulness in various service contexts. The structural assurances and risk mitigation strategies also need attention.

The findings provided insight into the factors that contribute to the acceptance of mobile CRM services in India from new consumers' perspective. This study demonstrated that in the case of mobile CRM, the factors related to service aspect dominate over the technical aspect.

Through a detailed review of Literature, the purpose of this paper is to provide insights into the state-of-the-art research about the process of information technology business value (ITBV) creation, a less-traversed direction in ITBV research, from the perspective of causality since a lack of causal reasoning may be disastrous for ITBV creation.

With the help of eight keywords, ten databases were searched which fetched about 415 articles of which 22 were selected based on their relevance and proved as the base papers for classifying available literature. A further forward and reverse search fetched an additional 34 articles, resulting in a total of 56 articles which were reviewed in detail.

The five main categories of literature which emerged are ITBV (General), ITBV benefits, mediating factors and synergy (which use of organization dynamic capability (ODC) as first stream of ITBV research), and IT-enabled organizational transformation (ITOT as second stream). ODC is fairly mature, however, ITOT will benefit from a further research. Research in the ITBV (General) category suggests the development of dynamic models as opposed to the prevalent static models of ITBV creation.

For the period 1990-2008, only the most important articles were included in the study and hence certain pre-2008 articles’ view might have been overlooked.

The literature review will give practitioners a perspective to look at specific areas in the context of their organization to develop capabilities which will lead to enhanced ITBV creation.

This review focusses on ITBV creation and helps move toward building of a dynamic holistic model of ITBV creation by providing only a bird’s eye view is provided of the most important articles from 1990 to 2008 but a comprehensive view of literature from 2008 to mid-2014.

Financial measures, available aplenty, of returns on investments in information technology (IT) are deemed insufficient in terms of inclusion of intangible benefits. The purpose of this paper is to re-conceptualize the IT business value (ITBV) benefits by Gregor et al. (2006) after a contemporary evaluation.

IT experts have been administered the instrument to provide insight into the contemporary cogitation of ITBV benefits and factor analyses are employed to re-conceptualize the ITBV benefits.

Of the four ITBV benefits, the statistical analysis suggests that Informational and Transactional benefits need to be re-conceptualized. It is affected through a systematic linking of parameters – business strategy, objectives, information systems (IS) strategy, IS role and IS-business alignment profiles in that order.

Operational definitions of re-conceptualized ITBV benefits have been presented which may be operationalized into components.

The re-conceptualization provides managers with an enhanced understanding of ITBV in line with the alignment of IS with business objectives and strategy and guides managers to develop customized ITBV measures.

The study employs factor analyses to analyse the ITBV benefits. It proves that the changing face of IT, wherein it is looked at as a value creator, needs an all-encompassing and contemporary envisioning of ITBV benefits. It also suggests an advanced typology based on further insightful IS literature.

The purpose of this paper is to develop an understanding of the primary concerns of a customer when they use mobile banking services and identify factors that can be used for making better mobile customer relationship management (mobile CRM) services in banking.

The paper empirically explores the underlying factors by the application of exploratory factor analysis. The study sample consists of 272 respondents, with a usable response rate of 68 per cent.

The empirical findings reveal that perceived utility value is regarded as the most important factor for mobile CRM services. The other factors which emerged were ease of use, context, compatibility, cost, risk, and personal innovativeness. In addition, negative attitude towards technology also emerged as a factor, which needs further investigation.

The study had a few limitations, such as selection of the sample from a limited number of places, which may induct some bias due a particular geographical and economic advantage of the place.

Based on the findings, banks should focus on increasing the value perceptions of the customers by considering easy design of the services, service context and compatibility of the services offered. The service cost reduction and risk mitigation strategies also need attention.

The findings provided insight into the factors that contribute to the acceptance of mobile CRM practices in banking from the consumers' perspective. This study demonstrated that in the case of mobile CRM the factors related to the service aspect dominate over the technical aspect.

The purpose of this paper is to review state‐of‐art literature on adoption of CRM technology, including the CRM in multichannel environment and provide a comprehensive view of insights gained in this area of research through the bibliography.

All together, nine databases were searched on the basis of four main descriptors which provided identification of 812 articles. A close review of the abstracts of these articles led to selection of 123 articles which were found relevant. Each of these articles was further reviewed and classified based on the main channel of CRM implementation. The articles were further classified in sub‐categories under each main channel theme.

The selected articles were categorized under four main themes based on the channel – CRM, multichannel CRM, eCRM, mCRM. The articles in the CRM category were mainly focused on the strategic alignment along with research on increasing customer loyalty and use of data mining in CRM. Under the multichannel CRM theme the articles were further classified under eight categories – CRM (articles focusing on overall CRM implementation on multiple channels and related issues), eCRM (articles related to CRM implementation on online channel and its impact in multichannel environment), IT, Marketing, Sales, Service, Strategy, and Mixed (articles addressing two issues simultaneously: Marketing and IT).

The bibliography provides a comprehensive academic literature published between 2006 and 2010 covering all the channels of CRM implementation – traditional, electronic and mobile – along with studies specifically focused on issues dealing with multichannel environment.

This paper aims to study the role of the emerging technology landscape and collaborative platforms in customer relationship management (CRM) unravelling novel opportunities for mutual co-creation in Indian banking context.

This study used the case-study method for collecting various sources for “triangulation”.

The advancement of technology has drastically increased avenues of dialogue and access and brought transparency in the relationship, offering opportunities for co-creation and increased dependence on technology in CRM. A longitudinal approach explained how bank leveraged technology in multiple aspects of CRM for enhancing relationship quality and outcome.

The study is exploratory in nature in Indian banking context, and thus it should be viewed as a preliminary step in contributing to the understanding of CRM in a new collaborative technology landscape.

This study explains the changing shape of CRM and provides relevance of customer orientation and offers insight about co-creation which has taken centre stage because of the emergence of collaborative technologies.

This study is possibly one of the first to conduct a case study to understand the way collaborative technological advancements are being exploited by organisations to develop superior CRM capability and achieve co-creation. This study analysed and comprehended the design and implementation of CRM in an Indian bank in real-life settings to gain a better understanding of the adoption of new collaborative technological advancements by a bank for customer centricity and facilitating co-creation.

The purpose of this paper is to develop and validate a scale for measuring a customer’s perception of customer relationship management (CRM) initiatives of a bank. Based upon resource-based view, CRM technology capability has been conceptualized as a multidimensional construct comprising of technology, people and business resource (process). This study aims to develop a comprehensive scale for performance measurement of CRM technology capability, customer orientation and co-creation from the customer perspective.

A systematic scale development process was adopted consisting of three phases, a qualitative inquiry which included item generation through literature review, expert opinion and focus group study, scale purification and refinement using item analysis and exploratory factor analysis, and scale validation using confirmatory factor analysis. The study sample consisted of 324 respondents, with a usable response rate of 68 percent.

The findings of the empirical study resulted in a 42-item scale that measures CRM technology capability (technology, people and process), customer orientation, co-creation and relationship quality and outcome (RQO) (satisfaction, trust, commitment and loyalty). The predictive validity assessment model suggested that CRM technology capability has a higher impact on RQO. The empirical findings also suggest that technology is found to be the most important factor compared to people and process for CRM technology capability. The findings are aligned with literature review and expert opinion that the evolving collaborative-technologies-enabled CRM technology capability has changed the customer relationship paradigm.

The study focused on a scale specific to the banking sector to avoid conjoint factors, whereas a more generalized scale would have wider applicability across industries. The current study sought to broaden the coverage by including a large number of banks who have implemented CRM.

This reliable and valid scale can help practitioners in measuring the effectiveness of their CRM implementation from the customer’s perspective, and provide insights that will help them in bridging the gap between their intended objective and actual implementation. They can also use this study to measure pre- and post-CRM implementation to see the effectiveness. This study also provides relevance of customer orientation and offers insight about co-creation which has taken the center stage because of the emergence of collaborative technologies.

This will help in measuring perception of the customer which is an important stakeholder in the engagement. This can help organizations in proactively taking care of customer’s rights and measuring the level of satisfaction proactively, which has become a regulatory requirement in many economies.

This study is possibly one of the first to develop a psychometrically valid scale to measure the customer’s perception of CRM using direct measures. The findings provide insight into the factors that contribute to the effectiveness of CRM practices in the banking sector. This study demonstrates that CRM technology capability, customer orientation and co-creation play a very critical role.