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|dc.contributor||School of Hotel and Tourism Management||en_US|
|dc.creator||Tsui, Chun Man Bruce||-|
|dc.publisher||Hong Kong Polytechnic University||-|
|dc.rights||All rights reserved||en_US|
|dc.title||Exploring ambiguity and competence in the context of ECRM system in Hong Kong hotels||en_US|
|dcterms.abstract||The strategic role of electronic customer relationship management (eCRM) is considered as an essential element in enhancing a company's competitiveness in the business environment. Significant changes in how products and services are distributed and delivered to customers, have been made as a result of rapid advances in technological innovation. The hotel industry, characterised by its customer centric business model, has been an industry greatly impacted by the advent of eCRM. eCRM in the hotel industry, is facing a polarised situation, in determining the key success and failure cases that impact management and operational performance in deploying and managing eCRM. The major concern for hotel management executives, is that they find it ambiguous and uncertain in formulating appropriate strategies in order to achieve superior performance within a very dynamic business environment. Furthermore, here is no existing knowledge that has explored the relationship between ambiguity factors and competence in eCRM. Holistic studies that view and contextualise hotel managers' perception in managing eCRM are very limited. The research explored a new understanding for competences allocation and ambiguity behaviour, so as to formulate appropriate strategies for competition. A qualitative research approach was adopted using in-depth interview and focus group techniques. Twelve interviews, six in-depth and six focus groups, were conducted, and purposive and convenience sampling approach were employed to explore the interviewees views on the eCRM experience in hotels.||en_US|
|dcterms.abstract||Results of the present study revealed that, 1) there is no definite criteria in setting specific competences and performance metrics for hotel eCRM; 2) three major ambiguity factors role, linkage and characteristics ambiguities, tend to form and function as a combinational effect on eCRM performance; 3) management executives at all levels experience different types of ambiguity situations, and 4) differences in ambiguity levels between hotel segments, depends on the managers' knowledge, understanding and experience with eCRM. It is recommended that if a more superior performance is to be achieved, then managers and decision makers have to learn and internalise the best practices of eCRM operations. This research study deepens and substantiates the existing knowledge by not only examining how ambiguity factors affect the operation of eCRM in hotels, but also in formulating strategies that could enhance the performance. More importantly, this study provides valuable insights to both academic scholars and industry practitioners to understand more about the implications of ambiguity factors in hotel eCRM. These insights will therefore help hotel organizations to be able to exploit these opportunities, in creating more value.||en_US|
|dcterms.extent||x, 233 pages ; 30 cm||en_US|
|dcterms.LCSH||Customer relations -- Management.||en_US|
|dcterms.LCSH||Hospitality industry -- China -- Hong Kong -- Management||en_US|
|dcterms.LCSH||Hong Kong Polytechnic University -- Dissertations||en_US|
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