IJCSNS International Journal of Computer Science and Network Security, VOL.10 No.12, December 2010 184 Manuscript received December 5, 2010 Manuscript revised December 20, 2010 The impact of CRM Dimensions on Call Center Performance Aliyu Olayemi Abdullateef 1 , Sany Sanuri Mohd Mokhtar 2 , and Rushami Zien Yusoff 3 College of Business, University Utara Malaysia Summary This research aims at developing a conceptual framework and valid prepositions on the impacts of Customer Relationship Management (CRM) dimensions on call center performance. The researchers primarily used qualitative approach that involves initial qualitative interview and detailed literature reviews of academic literatures and industry reports on CRM and customer contact centers. Evidence from the extant literatures and the call center managers interviewed suggested that there exist positive relationship between CRM dimensions, perceived service quality, inbound first call resolution and caller satisfaction. Based on these findings, this study proposed a conceptual framework through which the impact of CRM on inbound call center performance can be measured. Given that this paper is based on qualitative approach, there is need to embark on empirical data gathering to validate the conceptual model presented. Very important in this research is that it avails academics the knowledge of the theoretical linkages that exist between CRM dimensions and inbound call center operations. It equally provides opportunity to the contact center management on the benefits that are inherent in measuring the impact of CRM dimensions on perceived service quality, inbound first call resolution and caller satisfaction. Keywords CRM, contact centers, call centers, perceived service quality, first call resolution, inbound, caller satisfaction. Introduction The current global competitions threatened by the financial crisis has confirmed the need for both manufacturers and service marketers to monitor how their customers feel about their goods and services, and particularly when there is enormous evidence in support of relationship marketing as the alternative means of solving the global market fluctuations (Aihie, 2007; Gummesson, 2004; Berry, 1995 ). This concept of relationship interfaces is centered on where and how individuals and organizations exchange information whether internally as well as externally (Berry, 1983). It empirically means an organization’s ability of getting in touch with both the internal and external customers in responsive and flexible manners (Abdullateef et al., 2010). Efforts in understanding how managers could effectively establish and maintain long term positive relationships with their customers have led this current study into understanding the term “customer relationship management (CRM)”. CRM has been argued to enable companies to successfully interact with their customers in a dynamic and profitable manner (Yueh et al., 2010; Aihie and Bennani, 2007; Adam and Michael, 2005; Gummesson, 2004; Sin et al, 2005). CRM was also defined by Nguyen et al (2007) as information system that allows organizations to track customers’ interactions with their firms and allows employees to instantly pull up information about the customers such as past sales, service records, outstanding records and unresolved problem calls. CRM is said to offer a long term changes and benefits to businesses that chose to adopt it (McNally, 2007). However, many scholars still debate over what should exactly constitute CRM; some says CRM are nothing more than mere software, while others says it is a modern means of satisfying customers’ requirement at profit (Yueh et al., 2010; Soon 2007; Nguyen et al, 2007; and Eric et al, 2006). While different researchers believed that there is no one correct definition of CRM, this research would like to define CRM as “Organization’s ability to efficiently integrate people, process, and technology in maximizing positive relationships with both current and potential customers. CRM as referred is a concept that derives its popularity since 1990s, specifically from two main underlying theories i.e. relationship marketing theory and resource based theory. Several authors have opined that resource based theory categorizes resources as those elements that are controlled by an organization in order to formulate and implement necessary strategies that would assist in its operational efficiencies (Meso & Smith 2000; Grant, 1996; Mahoney & Pandian 1992; Barney, 1991; and Wernerfelt 1984). Relationship Marketing in customer contact center empirically aligned with the two schools of thought upon which Resource Based Theory is built, “Resource Based View (RBV)” and “Knowledge Based View (KBV)”, which have both emphasized on the benefits inherent in organizations competitive advantages (Coltman, 2007, and Acedo et al, 2006). In view of this, this research argued that the available resources in call centers and the existing systems that support its current service delivery processes should also be considered as part of the important structures in contact centers. In this study, we have presented our theoretical framework based on the arguments from resource-based approach, by introducing relevant concepts from resource-based theory.