مدیریتی- آمنه مالمیر

)The relationship between organization structure and CRM
Ali Javan Pakdaman1, Ameneh Malmir2, Samira Azizzadeh3, and Fariba Azizzadeh4*

This study attempts to examine the relationship between dimension of organizational structure with customer relationship management in Ansar Bank of West Azerbaijan, on this basis, dimensions of organization structure include complexity, formalization, and centralization and dimension of customer relationship management include interactive management, customer tracking, understanding customer expectations empowerments, customer relations and customizations. This research includes one main hypothesis and three sub-hypothesis and it is applicable in relation of description and method, it is Descriptive survey. To collect of data in 2012, a questionnaire includes two parts of questions as close and Likert mode was used. Also Cronbach`s alpha was used to determine the reliability of questionnaire, that after distribution of this questionnaire between bank employees, the reliability of 0.887 were calculated. The Study sample include all staff of Ansar Bank in West Azerbaijan province is 200 persons that after evaluation of validity and reliability of questions, distributed in all over the province and achieved data were purified, classified and analyzed by methods of parametric and Spearman correlation analysis. The analysis of all descriptive and inferential statistics done with SPSS software that according to data analysis and study foundations, except main hypothesis, all sub-hypothesis accepted. The results indicate that there is a relationship between dimensions of organizational structure and customer relationship management and except complexity, formalization, and centralization, other dimensions were exist in organizational structure that could have a significant impact on the relationship of it by customer relationship management.
Keywords: Organizational Structure; Customer Relationship Management; Ansar Bank;
INTRODUCTION
Financial and service institutions that provide products (services) in direct communication with customers, in today's competitive market; have to collect customer behaviour data and their reactions and behaviours (even satisfied and loyal customers) to adopt different strategies from competitors. For example the changing of profit rate of banks by some financial and service institutions for short term or investment accounts or other banks behaviour to decrease the sources are some actions to attract the consumers. Consumers' behaviour changes in these institutions due to the financial body of the activities are sensitive and needs careful an on
Organization structure and CRM Research Paper
564
time planning by these institutions network managers (Zineldin, 2005).
According to the Ethics of Ansar Bank in line with economic and social justice agreements it is necessary to analyze the organizational structure relation with connectivity management with customer in this bank to understand the spirit of service providing and customer focusing in West Azerbaijan.
Jobs such as production, service providing and so on never become able to continue their way without customer satisfaction unless being a private organization. It is important that customer s demands, expectations are growing day by day and this trend will be increased. Thus, banks are required to follow the guidelines that are beyond the demands, and expectations of customers so due to this loyalty and trust and mutually beneficial long-term relationship there should be alternative concept of keeping the customer satisfied.
LITERATURE REVIEW
Mandatory Movement from traditional economic and geographical borders of jobs and also increment of competition caused the customers to stay in the middle of banks' main concentrations. In this connection, the aim is to establish long-term relationships and interact with stakeholders, especially banks and their customers to retain more customers and to lose fewer clients (Elahi & Heidari, 2008).
In today tough competition, well organizing and communication with clients, would be the best way to increase sales while reducing the costs (Aghadavood & Radayee, 2006). Heydarzade (2002) in his research about the relationship between managers and clients find that with the emergence of private banks, developing stronger relationships with customers become more important due to increasing of competition and new economic conditions.
Attention to customer and to customer management is essential in CRM success. The application of new technologies and the deployment are effective in CRM and require changes in the organization's infrastructure and implementing new technologies (Abbasi & Turkmeni, 2010).
On the other hand results of Golipoor (2001) research about acceptance of management-client relationship in Iranian organizations show that the most organizations in the study determined that in next years they will increase their dependence and their organizations' need to management – client relationship. Based on the study, more than 50% of Iranian organizations after using management of relation with client were not able to use the advantages of the system such as increscent of process efficiency, reducing costs, improving services and innovating products (Golipor, 2001).
Process of customer relationship management in many organizations has been to increase competitiveness, increase revenues and reduce operating costs. Effective magnet in client relationship causes more customer satisfaction and loyalty (Amiri, 2006).
Based on previous researches by Tavakoli et al. (2006), the main reason for organization fail is the lack of knowledge and less understanding of consumers and market and results that scientific principled activities and marketing prevent failure and dramatically increases the probability of success. The best and useful strategy for banks is attention to customer (Tavakoli et al., 2006). Dastgerdi et al. (2008) argued that different service providing of banks such as Electronic Banking, ATM systems, POSE of shops and etc is recognized as an influential motivational factor for men pausing customer satisfaction (Dastgerdi et al., 2008).
Environmental changes will lead to changes in the organization. Among these changes would be changing of ownership from government to private banks that the strategy has changed and this change brings many changes with it, including changes in organizational structure. The findings show that: The complexity of the structure and focus of increased privatization and recognition is reduced (Khodami & Azadeh, 2011).
One of the most important factors to promote competitive banks is the establishment of appropriate and proportionate to the objectives. Thus the researchers analyzed the relationship
Manag. Adm. Sci. Rev.
ISSN: 2308-1368
Volume: 2, Issue: 5, Pages: 563-574
Ali Javan Pakdaman et al.
between the organizational structure with client relationship management in private banks and found meaningful relationship between variables (Azizi et al., 2008).
Environment and maintain market and competition advantage needs further improvement in all dimensions of the organizational such as organizational structure (Kashani et al., 2010). Management could gain the goals by using management structure (Bahadori et al., 2009).
CRM is a method that gathers the data related to the customers to determine their properties and use them in their special activities. There are few organizations that tried to use CRM but in fact some of the organizations get that reorganizing to CRM would help them. An organization should connect the base CRM with key relationship processes (Swift, 2001).
Real value of an organization is created by the value of its customers belonging to and the moved value from customers to organization. The value placed on customer knowledge and how that knowledge is used in an organization to manage customer relationships. Unfortunately, only a few organizations have transformed this information into the customer's knowledge, so they have lost the opportunity to provide value to customers (Newwell, 2000). Based on the researches, the value for the customers is made and costumers are found through this (Peck et al., 1999).
Organizations that can benefit from customer relationship management to have effective manner will certainly be market leaders (Liz et al., 2011). Concentration on consumer relates to the demonstration of CRM and to the IT systems corporation as pre-required factor of gathering data of clients (Alavi & Leidner, 2001).
Roberts et al. (2005) provided a process for successful implementation of CRM in every organization, regarded client strategy as first step of mentioned process and a pre-required to determine the goals of each of the costumers' group (Roberts et al., 2005). Rigbi et al. (2002) believed that a client relationship management system is successful when previously the organization had been used attractive traditional strategies to keep the costumer and it is just when most of the organizations imagine the wrong marketing strategies to deal with costumers and or ask management of client relationship software systems to make strategies (Rigby et al., 2002).
The relationship with clients is in a way that employees recognize client understanding. Employees with higher motivation offer high quality services (Doyle, 2002).
Retaining customers in an organization is one of the most difficult tasks (Foss, 2002). IT can simplify and upgrade the relationship with client but overall the organizations can be able to match by client relationship management systems (Dewhurst et al., 1999). When organizations have got bigger values of consumers they would be able to do easier and better by using data storage, searching and other information technologies (Yong, 2003). Greenberg (2003) determined CRM as a philosophy and trading strategy that supported by a system and technology and was designed to improve human relationship in business environments (Greenberg, 2003).
CRM is not a software piece that was stolen by IT ecosystems, but is a reaction among infrastructures of IT that relates to an organization and makes development for trading. Based on his searches, the clients' expected to speak with a person immediately with full knowledge about it. CRM tools enable the costumers' to help themselves through websites everywhere and every time. This ability helps the business to provide better services to clients by decreasing the costs and betterment of efficiency (Reynolds, 2002).
5% of increment of client keeping rate can increase the current clients' net value among vast field of employment from 25% to 95% (Reinartz et al., 2004). Interest in management of client relationship started growing from 1990 (Ngai, 2005) and in this path Stone and Foss (2011) argued that the concept of "client relationship management" had been assigned lots of attentions in IT marketing field and client relationship management that was organizational attempt to make and offer higher values would be developed. They declared that 70% of client relationship management projects failed in implementation and 69.3 % was unsuccessful in gaining all of their goals (Stone & Foss, 2001).
Organization structure and CRM Research Paper
566
Organizations mostly are confused in understanding the client relationship management. They imagine that only hardware implementation can access them to advantages of client relationship management but they just can use the advantages of client relationship management when they access the strategic implementation of client job which would increase culturing about client-orientation and then administrate a suitable unite technology with an information base (Reynolds, 2002).
In Europe and in 2001, around 3% of organizations had been finish the client related management projects that 17% started them as unique and 30% of organizations developed client relationship management concepts; remained 45% had no action related to client relationship management (Hippner et al., 2001).
Concentration on client is a central key for small-medium size enterprises. It had been said that acquiring a new customer takes five times more time than an existing customer to retain. Land Mark report contains the importance of client relationship management in following factors (TGO Counselling Inc); organizations have lost 50% of their customers in 5 years (Reinartz et al., 2004).
50% decrement in client lose can increase profit to 25%.
Attraction of one new client is six or seven times expensive than the organization keep their current clients.
A study about the reason why clients leave an especial business brand shows that more than 68% of losers determined Incuriosity of the organization as their reason to leave thus client keeping in small firms is important due to their limited sources. In addition dissatisfaction of client can damage the market because hits the competition and persuades others' clients to avoid any trade with the organization (Richard, 2005).
RESEARCH METHOD
This study is done as a descriptive research and according to its goals it is practical research. Researcher attempts to use the questionnaire to collect and analyze the beliefs and understandings of Ansar Bank personnel in West Azerbaijan regarded to the organizational structure of the bank and client relationship management. The research population consisted of 200 employees of Ansar Bank in West Azarbaijan. The overall population was selected as the sample. 200 written questionnaires distributed after obtaining the necessary permits and approval of the respected branches and data analysis was done based on returned questionnaires. The questionnaire consisted of two questions groups. The first group has been determined in terms of management, customer relationship management, interactive marketing, understanding customer expectations, empowerment, and communication with the client and has been customize and second group is set to measure the organizational structure of the bank. Questions were closed and Likert scales used in the questionnaire. The first part of a five-choice questions starts from "totally agree" to "totally disagree", second part was five multiple choice questions, starting from "very low" to "very high". Research model was shown in Figure 1.
A 51-item questionnaire was used to investigate the relationship between organizational aspects of customer relationship management in a research of the West Azerbaijan’s Ansar Bank.
Table 1 shows the breakdown of questions related to the independent variables:
In this study Cronbach's alpha is used to determine the reliability of the test in a pilot study on 40 cases of customers which is measured by SPSS software. The results of the all Cronbach's alpha are shown in Table2. According to the least 7% of Reliability coefficient in this study, it is clear that Cronbach alpha is higher.
Descriptive and inferential statistical methods were used in order to analyze the data obtained from the collected questionnaires.
RESULTS AND DISCUSSIONS
Main hypotheses
- There is a significant relationship between the dimensions of the organizational structure and customer relationship management (CRM).

- There is a significant relationship between complexity and Customer relationship management.
- There is a significant relationship between the recognition and customer relationship management.
- There is a significant relationship between concentration and Customer relationship management.
60% of the studied cases are those whom aged between 30 and 40 that had the highest frequency, while the lease frequency goes for those whom aged higher than 50 that equals to 1%. Around 8% were under 30 years old and 31% more than 41 and 50years old. 33.5% of the studied cases were those educated in management that had the most frequency while the least frequency 1.5%relates to those educated in banking. 32% relates to accounting which has less quantitative difference with management field. 7.5% were computer educated, 3.5% were lawyer and 22% relates to the high school majors.22% of responders were diploma, 52% of studied samples were with Associate degree that is the most frequency allocated, while the least frequency relates to those with diploma degree with 22%. According to the results 59.5% samples are those with organizational positions and officer booth with high frequency , while 40.5% has equally positions of Accountant, Accounting Assistant or Vice President, or for credit or a loan officer that are working at Ansar Bank of the West Azerbaijan. To analyze the data and to test the hypotheses regarding to normal data’s, Pearson's correlation coefficient or Spearman correlation is used to determine the relationship between variables.
Analyzing normality of data
The results in Table 3, as you can see, show that the level of significance (sig) for all variables is smaller than the significance level of the study (0 = ), Thus, It would admitted data to be abnormal and would use parametric methods and Spearman correlation coefficients to test the hypotheses. It was used regression analysis to test the research appropriate hypotheses and purposes.
Testing of research hypotheses
General hypothesis: there is a significant relationship between the dimensions of organizational structure and customer relationship management.
H0: there is no significant relationship between International Dimensions of Organizational Structure and Customer Relationship Management.
H1: there is a significant relationship between the dimensions of organizational structure and customer relationship management.
According to the result of the SPSS in Table4, two variable correlations are 0.091 which shows almost no correlation. However, since the significant level of correlation (0.201) is higher than the coefficient of error (0.05), so the H0 is not rejected and the hypotheses is rejected with a 1% of study error and as a result there is no relationship between Dimensions of Organizational Structure and Customer Relationship Management.
First hypothesis: there is a significant relationship between the organization degree of complexity and customer relationship management.
H0: There is no significant relationship between the degree of complexity and customer relationship management.
H1: there is a significant relationship between the degree of complexity and customer relationship management.
According to the output of SPSS software in Table 5, it is seen that the correlation between two variables is (0.153), which indicates a weak positive correlation. Since the significant correlation level is (0.031) less than the coefficient of error (0.05) , so the research hypotheses is not rejected by 95% correlation Coefficient , thus It was concluded that there is a significant relationship between the degree of complexity and customer relationship management.
Second hypothesis: there is a significant relationship between the organization recognition and customer relationship management.
H0: There is no significant relationship between organization recognition and customer relationship management.
Organization structure and CRM Research Paper
568
H1: there is a significant relationship Between the Organization recognition and Customer Relationship Management.
As SPSS output shows in Table6, correlation coefficient of two variables is 0.176 which is a weak correlation. On the other hand, the significant correlation (0.013) is less than the coefficient of error (0.05), therefore, the null hypothesis with 95% confidence (assuming no relation) is rejected and it is concluded that the relationship between the organization recognition and customer relationship management is significant.
Third hypothesis: organization recognition and management of customer relationships has a significant relationship.
H0: there is no significant relationship between the organization recognition and customer relationship management.
H1: there is a significant relationship between the organization recognition and customer relationship management.
The software SPSS output in Table 7, show that the correlation between two variables is 0.204 that indicates relatively weak correlation. On the other hand the significant correlation (0.004) is less than the coefficient of error (0.05). Therefore, the null hypothesis with 95% confidence (assuming no relation) is not rejected and it was concluded that the relationship between the organization recognition and customer relationship management is significant.
Average dimensions of organizational structure equals to 3.43 with 0.303standard deviation and mean degree of complexity equal to 2.98% with a standard deviation of 0.400 and The average recognition of 3.93 with 0.561of standard deviation and mean concentration of the equivalent in organization equals to 3.38% with a standard deviation of 0.465 and finally mean of customer relationship management of the organization equals to 3.61% with 0.545 standard deviation.
There is a significant correlation between the two variables of complexity and customer relationship management r= 0.153, so two variables' correlation was meaningful. This research finding is in consistent with Heidarzadeh's (2002) , refers to the development of customer relationships and also with the results of Aghadavood and Radayee (2006) about the on time and organized relationship with customer to attract them and gain profit and with the results of Khodami and Azadeh (2011) about the effects of environmental changes on organizational changes.
There is a relationship between formality and client relationship management with correlation of r= 0.176 and as the coefficient is less than 0.05. It can be said that the correlation of two variables were meaningful. The findings are in relation with Doyle (2002) about the Organizational rules and regulations in order to increase the motivation of employees to provide quality services.
There is a correlation of r=0.204 between concentration and Customer Relationship Management and since there is a significant level less than 0.05, so there is a significant relationship between organizational concentration and customer relationship management. These results are in relation with Heidari and Elahi's (2008) results about the omission of traditional economics and controlling of demand management by development of Loyal Customers and also with the results of Peck et al. (1999) and Ngai (2005) about the relation of actual value of the organizations in participating employees in decision making process and increment of the created value and also with the results Stone and Foss (2001) whom determined the control of the management on employees and their freedom as a method of organization to increase the value of the clients.
There is a correlation between the dimensions of organizational structure and customer relationship management r= 0.201. So it does not reject the null hypotheses, thus there is no significant relationship between organizational structure and client relationship management. This research finding is in relation with Azizi's (2008) results that considers appropriate structure of banks as a tool to enhance and strengthen the competitiveness of banks and found a relationship between organizational structure and client relationship management. Also with Bahadori's (2009) about the suitable structure of determining strategies and determined a logical relationship between them and also with Robert's (2005) about the
Manag. Adm. Sci. Rev.
ISSN: 2308-1368
Volume: 2, Issue: 5, Pages: 563-574
Ali Javan Pakdaman et al.
development of organizational structure for successful implementation of customer relationship management , but not with Reinartz et al. (2004) that determines client making organizational structure Justas a tool for business, so it can be said that aside from the main dimensions of organizational structure, there are other aspects that can affect a significant relationship with customer relationship management.
There are obstacles during the implementation of a project that are mentioned below. Distribution of questions among the employees requires obtaining the necessary permits from the centre of deputies led them to spend more time to design questions of next step. Another limitation was activities, meetings or occupational travels that make the distribution difficult. In this study, some factors such as needs, views, interests and personal aspects affect the views that were out of researcher's interest and were not controlled.
SUMMARY AND CONCLUSION
The aim of this study was to analyze the relationship between organizational structures with client relationship management in Ansar Bank in West Azerbaijan. Elements of organizational structure determine the formal relationship of organization, people position and systems coordinators, and include three dimensions of complexity, recognition and concentration.
The results of the study show that according to the especial relationship between organizational structures with client relationship management it is necessary to pay attention to organizational dimensions such as complexity, recognition and concentration. As service quality is an important factor in providing services, it is suggested that the services transfer to the clients and more marketing and advertisement do in this path. Clients and the method of service providing relates to the bank system existence so it is suggested to strength the relationships and satisfaction of customer by providing practical methods and techniques.
According to the decentralized system compared with centralized systems, much support of ideas is required so it is suggested that bank officials help the decision making process of new designs and the organization. Due to the importance of the demonstration of the bank system rules, it is suggested that occupation description about the regulations and rules be made and employees encourage to aspect them that finally helps the survival of the organization and more client satisfaction and loyalty.
Also human resources of each organization is the most important source , it is suggested banking authorities to provide adequate resources and expertise, job security, conducting in-service professional training, authority and decision making power to the vulnerable, creating areas of career advancement and personal ...
Due to the involvement of other aspects of organizational structure (other than complexity, formalization, and centralization) on its relationship with customer relationship management it is recommended in future research other aspects of the different approaches will be studied and the results will compare. Research should use different tools such as interviews to collect data on the dependent variables. According to the study, the effect of organizational structure on customer relationship management data examined, it is recommended that a study be conducted from the customer's perspective.
REFERENCES
Abbasi, M.R., & Turkmeni, M. (2010). Theoretical models of customer relationship management (CRM). Business studies (41).
Aghadavood, S., & R. Radayee, M. (2006). Dealing with customer training. Isfahan, Ghazal.
Alavi, M., & Leidner, D.E. (2001). Review: Knowledge management and knowledge management systems: Conceptual foundations and research issues. MIS Quarterly, 25(1), pp.107–136.
Amiri, Y. (2006). Quality of service and Customer Relationship Management CRM in the banking system optimal planning
Organization structure and CRM Research Paper
570
using TOPSIS methods Case Study: Bank (Tejarat Shiraz). Journal of Research - Technology Management, Azad University of Sanandaj, Year 4, Issue 10, 43-56
Azizi, A., Yadollahi Farsi, J., & Talebi, K. (2008). The relationship between private and public banks, the organizational structure of the master, Tehran University, School of Management
Bahadori, F., Mahmodi, S.M., & Hasanzadeh, H. R. (2009). Pathology organizational structure of private banks in Qom and optimal proposed strategies, MS Thesis, Tehran University, Qom Campus, School of Management, 133 pages.
Dastgerdi, M., Asadi, H., & Goodarzi, M. (2008). Factors Influencing the Customer Satisfaction Based on Kano Model of Private Bank in Tehran, MS Thesis, Tehran University
Dewhurst, F., Martinez, L.A.R., & Dale, B.G. (1999). Total quality management and information technologies: an exploration of the issues. International Journal of Quality & Reliability Management, Vol. 16 No. 4, pp. 392-406.
Doyle, P. (2002). Marketing management and strategy. 3th edition.
Elahi, S., & Heidari, B. (2008). Client relationship management. Tehran, Commercial publishing company
Foss, B. (2002). CRM in Financial Services: A pratical guide to making customer relationship management work. CT, USA: kogan page, Limited.
Gholipor, A. (2001). Leadership the determinant of organizational formal structure. Journal of Knowledge Management, fourteen years, summer of 2001, No. 53, pp. 78
Greenberg, P. (2003). CRM magazine. Reality check column Making CRM Whole-Brained, February
Heidarzadeh, K. (2002). Marketing Management Pathology. Tadbir, No. 125.
Hippner, H., Martin, S., & Wilde, K.D. (2001). Customer Relationship Management, In Electronic Commerce. Universit.t Koblenz-Landau Institut für Wirtschaftsinformatik, Whitepaper
Kashani, M., Hassanzadeh, P., & Bagheri, G. A. (2010). Effects of organizational factors (structure, culture and technology)on customer relationship management. MS Thesis, Tehran University, Qom Campus, School of Management, p:129
Khodami, M., & Azadeh, M.A. (2011). The organizational structure of public and private databases. MS Thesis, Tehran University, 145 pages.
Liz, L.K., David, G., & Robin, M. (2003). How e-CRM enhances customer loyalty. Marketing Intelligence & Planning, Vol. 21/4, pp.239-248.
Newwell, F. (2000). Loyalty.com: Customer relationship management in the new era of internet marketing. McGraw-Hill, New York, NY.
Ngai, E.W.T. (2005). Customer relationship management research (1992-2002) An academic literature review and classification. Journal of Marketing Intelligence and Planning, vol. 23, no. 6, pp. 582-605.
Peck, H., Payne, A., Martin, C., & Clark, M. (1999). Relationship marketing strategy and implementation. Butterworth-Heinemann, oxford.
Reinartz, W., Krafft, M., & Hoyer, W.D. (2004). The CRM Process: Its Measurement and Impact on Performance. Journal of
Manag. Adm. Sci. Rev.
ISSN: 2308-1368
Volume: 2, Issue: 5, Pages: 563-574
Ali Javan Pakdaman et al.
Marketing Research, vol. 41, no. 3, pp. 293-313.
Reynolds, J. (2002). Practical Guide to CRM: Building more profitable customer relationship. Gilroy, CA. USA: CMP Books.
Richard, A. (2005). Organization, structure, process, and Souvenir. Translators: Ali Parsaeian and Mohammad Arabs, Tehran, Office of Cultural Research, Fourth Edition
Rigby, D.K., Reichheld, F. F., & Schefter, P.H. (2002). Avoid the Four Perils of CRM, Harvard Business Review, 80(2).
Roberts, M.L., Liu, R.R., & Hazard, K.S. (2005). Technology and organizational alignment: key components of CRM success. Database Marketing & Customer Strategy Management 12(4), pp. 315- 326.
Robins, A.P. (2006). Organization theory (architecture, design, and applications). Mehdi Alvani, Hassan Danaee Fard, Tehran, Saffar, Fifteenth Edition, Page 81
Stone, M., & Foss, B. (2001). CRM in financial services: a practical guide to making customer relationship management to work. London, Kogan page.
Swift, R.S. (2001). Accelerating customer relationships: using CRM and relashionship Technologies.
Tavakoli, F., Hagigi, M, & Javadin, S.R. (2006). Factors affecting customer satisfaction of customers and bank employees entrepreneurial by using improved Conway approach, MS Thesis, Tehran University, School of Management, P: 220.
Yong, J.A. (2003). On the design concepts for CRM system.
Zineldin, M. (2005). Quality and customer relationship management (CRM) as comp-etitive strategy in the Swedish banking industry. The TQM magazine, vol. 17, No.4, 329 – 344.
Organization structure and CRM Research Paper
572
APPENDIX
TABLES
Table 1: Breakdown of the questionnaire based on research variables Question number dimension Total questions Questions 1 to 5 Interactive management 5
Questions 6 to 10 Client searching 5
Questions 11 to 14 Understanding customer expectations 4
Questions 15 to 18 Empowerment 4
Questions 19 to 23 Relationship with customers 5
Questions 24 to 27 Customization 4
Questions 28 to 34 Organizational complexity 7
Questions 35 to 41 Organizational recognition 7
Questions 42 to 51 Concentration in organization 01
Total questionnaires Relationship between organizational structure and customer relationship management 50
Table 2: Cronbach's alpha coefficients for questionnaires by separation structures Items number Cronbach's alpha Structural measures 51 0.877 All of the questionnaires 27 0.915 Client relationship management 44 0.864 Organizational structure dimensions 7 0.796 complexity in organizations 7 0.904 recognition in organization 01 0.857 Concentration in organization
Table 3: Results of normality test variables
Organization structure dimensions Complexity of the organization recognition in organization Concentration in organization customer relationship management Number of data 411 411 411 411 411
Manag. Adm. Sci. Rev.
ISSN: 2308-1368
Volume: 2, Issue: 5, Pages: 563-574
Ali Javan Pakdaman et al.
Normal parameters mean 3.44 2.98 3.94 0.48 3.60
Standard division 0.414 0.411 0.560 0.465 0.545
Kolmogorov-Smirnov statistic 1.448 2.448 2.664 1.445 2.145
Significant level (Sig.) 0.141 0.111 0.111 0.144 0.110
Table 4: The correlation between the dimensions of organizational structure and customer relationship management dimensions of organizational structure customer relationship management Spearman's rho dimensions of organizational structure Correlation Coefficient 1.111 0.190
Sig. (2-tailed) . 0.410
N 411 411
customer relationship management Correlation Coefficient 0.190 1.111
Sig. (2-tailed) 0.410 . N 411 411
Table 5: The correlation between the degree of organization complexity and customer relationship management degree of organization complexity customer relationship management Spearman's rho degree of organization complexity Correlation Coefficient 1.111 0.054
Sig. (2-tailed) . 0.140
N 411 411
customer relationship management Correlation Coefficient 0.054 1.111
Sig. (2-tailed) 0.140 . N 411 411
Table 6: Correlation coefficient between organization recognition and customer relationship management organization recognition customer relationship management Spearman's rho organization recognition Correlation Coefficient 1.111 0.076
Sig. (2-tailed) . 0.104
N 411 411
customer Correlation Coefficient 0.076 1.111
Organization structure and CRM Research Paper
574
relationship management Sig. (2-tailed) 0.104 . N 411 411
Table 7: Correlation coefficient between two variables of organization recognition and customer relationship management organization recognition customer relationship management Spearman's rho organization recognition Correlation Coefficient 1.111 -0.414
Sig. (2-tailed) . 0.114
N 411 411
customer relationship management Correlation Coefficient -0.414 1.111
Sig. (2-tailed) 0.004 . N 411 411
FIGURES
Figure 1: Hybrid model of study (Dastgerdi, 2008; Robins, 2006)
Complexity
Recognition
Concentration
Interactive management
Marketing
Understanding customer expectations
Empowerment
Relationship with customer expectation
Customization
Organizational structure
Client relationship management