A CRMS implementation framework : case study of a semi-government organization in Sri Lanka

Abstract

Background: In the global scenario, public utilities are experiencing growing demand to improve their service delivery to customers, whilst managing efficiency in their own operations as well as complying with regulations. The problem is that the solution as in Customer Relationship Management Systems (CRMS) is offered, and their introduction into the work of a public sector organization is a challenge that is not received by them as easily as it could be by those companies that are oriented to the work in the business sphere. Objective: The research paper investigates the process of implementing CRMS at the National Water Supply and Drainage Board (NWSDB) in Sri Lanka and acquisition the factors interceding its achievement, execution issues, and its obvious success procedures in public utility organizations. Methodology: The study was conducted as a qualitative case study with People- Process-Technology (PPT) framework as theoretical ground. The methods included 15 semi-structured interviews with the most significant stakeholders of the organization on numerous levels, document analysis, and observational studies. Data analysis was conducted using thematic analysis based on six steps outlined by Braun and Clarke. Results: A total of 20 sub-themes were found in the three dimensions of PPT with intricate interdependencies of the three elements of people, process, and technology. The major findings were: (1) organizational culture and management support turned out to be critical people-related factors; (2) business process reengineering and strategic alignment moved into the center of essential process-related issues; and (3) system integration and infrastructure adequacy appeared to be the most important technology related issues. The researchers found that typical PPT models need to be expanded into the worlds of the public sector and uncovered other dimensions such as compliance with regulations, democratic accountability, multi-stakeholder complexity, and tension between mandates in service delivery. Conclusions: Implementation of CRMS in the field of public utilities requires the comprehensive approach, which will take into consideration all the dimensions of PPT but consider challenges that are characteristic of the sphere. Strong leadership commitment, breadth of change management, stakeholder engagement, and methodical integration preparation can be listed as the critical success factors. The study has evidence-based policy recommendations to NWSDB, other public utilities, policymakers, and academic researchers. Significance: There is a scant body of literature on the implementation of CRMS in the public sector and, thus, the proposed study will be a valuable source of practical CRMS implementation advice on the modernization of a public utility and expand the theoretical knowledge base of technology uptake in bureaucratically oriented organizational cultures.