Merger: Institutional interplay with customer relationship management

Pirjo Lukkari*

*Corresponding author for this work

Research output: Contribution to journalArticleScientificpeer-review

4 Citations (Scopus)

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.

Original languageEnglish
Pages (from-to)17-33
Number of pages17
JournalManagement Research Review
Volume34
Issue number1
DOIs
Publication statusPublished - Jan 2011
MoE publication typeA1 Journal article-refereed

Keywords

  • Acquisitions and mergers
  • Customer relations
  • Organizational analysis
  • Pharmaceuticals industry

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