Providing an innovative model for social customer relationship management: Meta synthesis approach

Ros amzadeh, Reza; Bakhnoo, Mohammad; S ielkowski, Wadim; Š eimikienė,
Dalia
A icle
P o iding an inno a i e model o social cus ome
ela ionship managemen : Me a syn hesis app oach
Jou nal o Inno a ion & Knowledge (JIK)
P o ided in Coope a ion wi h:
Else ie
Sugges ed Ci a ion: Ros amzadeh, Reza; Bakhnoo, Mohammad; S ielkowski, Wadim; Š eimikienė,
Dalia (2024) : P o iding an inno a i e model o social cus ome ela ionship managemen : Me a
syn hesis app oach, Jou nal o Inno a ion & Knowledge (JIK), ISSN 2444-569X, Else ie , Ams e dam,
Vol. 9, Iss. 3, pp. 1-17,
h ps://doi.o g/10.1016/j.jik.2024.100506
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P o iding an inno a i e model o social cus ome ela ionship
managemen : Me a syn hesis app oach
Reza Ros amzadeh
a
, Mohammad Bakhnoo
b
, Wadim S ielkowski
c
, Dalia S eimikiene
d,
*
a
A ificial In elligence, Au oma ion, Big Da a Resea ch Cen e , U mia B anch, Islamic Azad Uni e si y, U mia, I an
b
Depa men o Managemen , U mia B anch, Islamic Azad Uni e si y, U mia, I an
c
Depa men o T ade and Finance, Facul y o Economics and Managemen , Czech Uni e si y o Li e Sciences P ague, Czech Republic
d
Li huanian Ene gy Ins i u e, B eslaujos 3, Kaunas LT-43330, Li huania
ARTICLE INFO
A icle His o y:
Recei ed 19 Ap il 2024
Accep ed 12 June 2024
A ailable online 15 June 2024
ABSTRACT
Social Cus ome Rela ionship Managemen (SCRM) has e olu ionized he in e ac ion be ween companies
and cus ome s, c ea ing new oppo uni ies and challenges o bo h pa ies. This s udy aims o p esen an
inno a i e model o iden i ying he dimensions and componen s o SCRM. The da a we e collec ed based on
a quali a i e esea ch design u ilizing he me a-syn hesis me hod, ollowing he se en s eps ou lined by San-
delowski and Ba oso (2007). Conside ing he ele ance o he esea ch opic and he quali y o sou ces, 31
s udies we e selec ed o he final e alua ion. To assess he eliabili y o he findings, he kappa coe ficien
o in e -code ag eemen was used, esul ing in a kappa alue o 0.79. The esul s, analyzed using
MAXQDA20 so wa e, 2 dimensions, 6 ca ego ies, and 16 concep s iden ified. The company- ocused dimen-
sion included 3 ca ego ies: ac o s influencing adop ion, inhibi o s, and ou comes o implemen a ion. Simi-
la ly, he cus ome - ocused dimension iden ified 3 ca ego ies: ac o s influencing adop ion, inhibi o s, and
ou comes o implemen a ion. Ul ima ely, a comp ehensi e model o SCRM was de eloped. The esul s o
his esea ch can be u ilized by academic e e ences as well as companies and consume s.
© 2024 Published by Else ie España, S.L.U. on behal o Jou nal o Inno a ion & Knowledge. This is an open
access a icle unde he CC BY-NC-ND license (h p://c ea i ecommons.o g/licenses/by-nc-nd/4.0/)
Keywo ds:
Social cus ome ela ionship managemen
(SCRM)
Companies
Cus ome s
Me a syn hesis
JEL cllasifica ion:
D80
D83
M39
In oduc ion
Cus ome ela ionship managemen (CRM) is widely used by
many businesses a ound he wo ld o collec cus ome da a in o de
o p o ide be e se ices o hem (So a e al., 2018). The e a e di e -
en in e p e a ions o wha CRM means, bu he s udy o CRM
eme ged as a key esea ch s eam in he ea ly 1990s, a he same
ime as i became widely used (Chikweche & Fle che , 2013). CRM is
a e y impo an ool o he o ganiza ion which helps o inc ease cus-
ome loyal y and sa is ac ion o long- e m managemen be ween
companies and cus ome s. I is a concep ha ies o c ea e a ela-
ionship wi h cus ome s by conside ing wo impo an ac o s: ma -
ke ing and cus ome s (Yadollahinia e al., 2018). Social media
pla o ms acili a e easy access o and sea ch o opinions and in e ac-
ions among membe s o socie y, while enabling companies o collec
and u ilize use -gene a ed da a o decision-making pu poses. A as
amoun o da a collec ed h ough social media pla o ms, such as
Facebook, ‘X’, and LinkedIn, is ackable and can be ans o med in o
beha io al models ha depic use s’ac ions, communica ions, and
p e e ences. The e o e, his da a p o ides aluable insigh s o analy-
sis and in e p e a ion (Alshawaw eh e al., 2024).
Today, companies ha e mo ed om ocusing hei a en ion on a
ansac ion-based sales pla o m o a mo e ela ionship-based
app oach. A pa icula business mus be defined by i s cus ome s
h ough a con inuous ela ionship (Nguyen & Mu um, 2012). Social
Cus ome ela ionship managemen (SCRM) is an eme ging idea ha
combines Social Media (SM) wi h adi ional CRM o benefi busi-
nesses and hei cus ome s (Guha e al., 2018). The p esence o he
in e ne and ad ancemen s in In o ma ion and Communica ion Tech-
nologies (ICT) ha e significan ly c ea ed new ma ke s and ans-
o med exis ing ones. Elec onic en ep eneu ship e e s o
launching an in e ne -based business o sell p oduc s o o e ing
se ices online h ough in o ma ional communica ion channels
(Abdel a ah e al., 2022). By le e aging digi al inno a ions, compa-
nies p oduce quali y p oduc s o mee consume needs (Abbas e al.,
2024).
The eme gence o SM pla o ms challenges he adi ional iew o
CRM ac i i ies and c ea es an en i onmen in which hese ac i i ies
a e less s uc u ed, which is caused by he inc ease in in e ac i e
beha io wi h cus ome s (Hennig-Thu au e al., 2013). SCRM is a phe-
nomenon ha has been o med wi h he expansion o social
* Co esponding au ho .
E-mail add ess: [email p o ec ed] (D. S eimikiene).
h ps://doi.o g/10.1016/j.jik.2024.100506
2444-569X/© 2024 Published by Else ie España, S.L.U. on behal o Jou nal o Inno a ion & Knowledge. This is an open access a icle unde he CC BY-NC-ND license
(h p://c ea i ecommons.o g/licenses/by-nc-nd/4.0/)
Jou nal o Inno a ion & Knowledge 9 (2024) 100506
Jou nal o Inno a ion
&Knowledge
h ps://www.jou nals.else ie .com/jou nal-o -inno a ion-and-knowledge
ne wo ks; du ing he las decade, academics and p o essionals ha e
become e y in e es ed in SCRM (Agniho i e al., 2017). Business
owne s who hea ily ely on SM o manage cus ome ela ions a e
mo e likely o exp ess mo e sa is ac ion wi h hei company’s pe o -
mance (Cha oensukmongkol & Sasa anun, 2017). In gene al, digi al
ans o ma ion en ails changes in hinking p ocesses, wi h con inu-
ous op imiza ion o p ocesses and o ganiza ional p ocedu es (Nunes
e al., 2021).
O e he pas decades, CRM has p o en o be a i al ool in
inc easing a company’s p ofi abili y, and i enables manage s o iden-
i y he mos loyal cus ome s and mee hei needs, o keep hem
loyal o he company’s ac i i ies (Nguyen & Mu um, 2012;Lei e al.,
2023). Peppe s and Roge s (1996) no ed ha mos businesses may
lose 25 % o hei exis ing cus ome s annually. Acco ding o Pa e o’s
80/20 ule, he op 20 % o a business’s cus ome s accoun o 80 % o
i s p ofi s. As a esul , businesses ha wish o make a p ofi mus
e ain he op 20 % o hei cus ome s by p e en ing hem om
de ec ing (Lin e al., 2009). Wi h he global explosion o SM use, busi-
nesses a e eeling in ense p essu e o engage whe e hei cus ome s
a e paying a en ion. Today, his cen e o cus ome ac i i y is
inc easingly i ual and loca ed wi hin an SM o social ne wo king
si e (Helle Bai d & Pa asnis, 2011). Elec onic en ep eneu ship is an
in e ne -based p ac ical p og am ha elies on in o ma ion echnol-
ogy o managing business ac i i ies. I elies hea ily on digi al pla -
o ms such as email, social media channels, online business
ans o ma ion, e-comme ce websi es, and o he simila in o ma-
ional a enues (Abdel a ah e al., 2023). The adop ion o a ificial
in elligence in he ma ke can significan ly enhance p oduc i i y,
decision-making, and cus ome expe ience, ul ima ely helping com-
panies gain a compe i i e ad an age (Abdel a ah e al., 2024).
Big da a has eme ged as a pa icula ly popula esea ch opic since
he beginning o he 21s cen u y, wi h esea che s finding i in igu-
ing due o he echnological e olu ion ha enables he analysis o all
a ailable da a. Howe e , big da a poses bo h an oppo uni y and a
challenge. I s alue lies no in i s a iabili y o size, bu a he in how
i is analyzed and u ilized o be e decision-making. The e o e, i
ans o ms i in o aluable insigh s. Fo cus ome ela ionship man-
agemen , u ilizing da a analysis o es ablish communica ion wi h
cus ome s and unde s and hei expec a ions is c ucial (Mansou
e al., 2024). Fac o s such as o ganiza ional quali y, human capi al,
esea ch and de elopmen cos s, and pe capi a g oss domes ic p od-
uc ha e a significan ly posi i e impac on o ganiza ional inno a ions
(Dan a & Ra h, 2024). Due o hei s ong dependence on SM, oday’s
consume s ha e become a g oup called "social cus ome s" who a e
no longe passi e ecipien s, bu powe ul pa icipan s who ha e he
abili y o di ec discussions abou hei companies (Chan e al., 2018).
Social inno a ion undamen ally elies on socially cons uc ed in e -
ac ions be ween businesses, o ganiza ions, ins i u ions, and social
ac o s (Daniel & Jenne , 2022;Rozsa e al., 2022). Cus ome s a e
adop ing and using SM o communica e wi h businesses a an
inc easing a e due o i s ubiqui y. These cus ome s o en expe ience
be e se ice and a s onge bond wi h businesses hey can connec
wi h on SM (G eenbe g, 2010). Businesses can now in eg a e SM
wi h hei ac i i ies o e ain cus ome s (Hidayan i e al., 2018).
B and pages can inc ease b and popula i y and be e ec i e in influ-
encing cus ome s’a i udes and decisions (Nisa & Whi ehead, 2016).
Companies need an e ficien SCRM sys em ha inco po a es SM con-
en in o adi ional CRM in o de o be e manage he cus ome li e
cycle and ac i i ies, i.e. cus ome acquisi ion and e en ion (Jang
e al., 2021).
Companies a e ully awa e o he pi o al ole cus ome sa is ac-
ion plays in hei o e all success. Mo eo e , many esea che s ha e
disco e ed he ole o cus ome sa is ac ion in c ea ing and main ain-
ing s a egic compe i i e ad an age. Some e en a gue ha cus ome
sa is ac ion p ecedes quali y (D osos e al., 2020). The public na u e
o SM p o ides an inno a i e way o b ands o in e ac publicly and
manage ela ionships wi h hei cus ome s, which can inc ease b and
awa eness and cus ome loyal y (Bapna e al., 2019). SCRM can help
companies c ea e a posi i e cus ome expe ience ha helps de elop
cus ome loyal y and pa onage, and cus ome s see hemsel es as
pa ne s and eel ha hey sha e in he company’s success (Wong-
sansuk e al., 2012). The epu a ion o a company is an in angible
asse de e mined by i s ac ions and p e ious expe iences. Emo ions
play a significan ole in cus ome s’pe cep ions o co po a e epu a-
ion (CR), so companies mus pay close a en ion o his aspec . Busi-
nesses can enhance hei epu a ion by collabo a ing wi h people o
dissemina e hei message h ough co po a e social esponsibili y
(CSR) ini ia i es and a ac he a en ion o media, communi ies,
consume s, and o he s (S eimikiene e al., 2021).
Inno a ion managemen can help companies main ain hei ma -
ke posi ion by consis en ly deli e ing high-quali y p oduc s while
simul aneously mee ing he changing demands o consume s and
he poli ical landscape. Addi ionally, inno a ion wi hin o ganiza ions
should be compa ible wi h dynamically changing economic, social,
echnological, and en i onmen al con ex s (Ge lach & B em, 2017). I
is also necessa y o conside ha SCRM is no limi ed o he adop ion
o echnology. I c ea es a sha ed dialogue en i onmen o p o ide
desi able alues in a anspa en and eliable business en i onmen
(G eenbe g, 2010). Companies e alua e social and echnical commu-
nica ions oge he because analyzing how hey a e implemen ed and
e ol e plays a undamen al ole in he success o companies. In
oday’s wo ld, social and echnical elemen s mus collabo a e o c e-
a e and main ain a be e ne wo k (Lima e al., 2016). On he o he
hand, o ganiza ional cul u e can os e social inno a ions. Employee
in e ac ion a all le els can shape he o ganiza ional cul u e as ecep-
i e o inno a i e p ac ices. A clima e ha suppo s employee inno-
a ion, pe sonal ini ia i e, and psychological sa e y can e en enhance
he o ganiza ion’s inno a ion capaci y (do Ad o & Lei ~
ao, 2020). Loy-
al y c ea es cus ome s o he b and who connec emo ionally wi h
he b and (Thaichon e al., 2020). E en he ela ionship be ween pe -
cei ed c ea i i y and elec onic en ep eneu ship is s onge when
he e is g ea e use o social media (Abdel a ah e al., 2022).
P elimina y e idence sugges s ha he use o social media among
cus ome s is no pa icula ly common, as he e is a low unde s and-
ing o i s usabili y, la gely due o hei p i a e use o social media
(Ancillai e al., 2024). SCRM has a special ocus on cus ome sa is ac-
ion because cus ome dissa is ac ion leads o cus ome chu n (Suh
e al., 2018), while cus ome e en ion is i al o business g ow h
and cus ome e en ion o a long ime (Whi e, 2017). SM pla o ms
can exace ba e he nega i e consequences o b and c isis. A he
same ime, he unique and public na u e o SM pla o ms can p o ide
new ools o b ands o deal wi h b and c isis (Al Balawi e al., 2023).
Con e ing adi ional me hods o SCRM can enable an o ganiza ion
o socie y o ha e di ec and ins an con e sa ions wi h cus ome s,
moni o hei speech, and acili a e cons uc i e con e sa ions.
Hence, his s a egy is necessa y as a new business app oach which
can ex end he capabili ies o oday’s adi ional CRM (Olszak & Ba u,
2013). Many s udies emphasize he ailu e o manage s o ob ain a
high le el o cus ome loyal y and maximize p ofi s o inc ease and
main ain sa is ac ion and loyal y (Khan e al., 2022). Cus ome loyal y
o he o ganiza ion indica es sa is ac ion wi h he final p oduc
(Ra he e al., 2019). E en business icons ha e made s a emen s ha
i akes 20 yea s o build a posi i e epu a ion o a company and
only fi e minu es o des oy i ; a company’s epu a ion is one o he
mos aluable asse s in achie ing compe i ion (Khan e al., 2022). The
pos -COVID-19 e a has b ough abou a his o ical shi in consume
pu chasing beha io owa ds e-comme ce. This change in consume
beha io poses a challenge o ma ke e s o a ac and e ain cus-
ome s in he "omnichannel" wo ld, whe e cus ome loyal y (CL) is
ha d o come by. CL posi i ely impac s sales and educes ad e ising
cos s, leading o highe p ofi abili y (Bane ji & Singh, 2024) The
impac o social CRM on cus ome sa is ac ion (CS) and CL a ies
R. Ros amzadeh, M. Bakhnoo, W. S ielkowski e al. Jou nal o Inno a ion & Knowledge 9 (2024) 100506
2
om one sec o o ano he and be ween de eloped and de eloping
coun ies. While o ganiza ions in de eloped economies le e age
in elligen echnologies, o ganiza ions in de eloping coun ies a e
expanding basic in o ma ion sys ems (IS), wi h many s ill s i ing o
digi ize hei se ices. Consequen ly, in es men in social CRM solu-
ions in de eloping coun ies lags behind de eloped coun ies, and
he e u ns and impac on CS and CL ha e ye o be e alua ed clea ly
(Malki e al., 2023).
B and c isis is no limi ed o he ma ke sha e and sales o a b and
(Van Hee de e al., 2007), bu can significan ly a ec o he non-eco-
nomic esul s such as b and epu a ion and company ma ke ing
ac i i ies (Liu & Shanka , 2015). Responding o complain s and lis en-
ing o cus ome s on SM has a posi i e e ec on cus ome beha io
(Gu & Ye, 2014), bu in he e a o SM, a c isis can ha e a di e en
e ec on b and epu a ion and cus ome eac ion compa ed o adi-
ional media (U z e al., 2013). Businesses ha u ilize social media o
hei sales gene a e h ee imes mo e p ofi han o he businesses.
Howe e , ensu ing he p o ec ion and secu i y o use s’p i acy and
da a on social media pla o ms is c ucial o digi al owne s (Abdel a -
ah e al., 2023) .The e may be significan financial cos s associa ed
wi h adop ing inno a ion om ex e nal sou ces, which can make he
adop ion o new inno a ions challenging o some companies and
de eloping coun ies (Vagnani & Volpe, 2017). Go e nmen s may
posi i ely ein o ce social inno a ion, while social inno a ion along-
side he go e nmen aims o se e ci izens cen ally (Phillips e al.,
2024).
By examining he s udies conduc ed on he subjec o SCRM, wha
can be seen is ha mos o he a en ion o esea che s is on compa-
nies and less a en ion has been paid o he cus ome ’s pe spec i e
on SCRM (Chan e al., 2018). The e is s ill no comple e unde s anding
o he cus ome pe spec i e on social selling because he li e a u e
on social selling emphasizes he c ucial ole o salespeople’s pe cep-
ion o cus ome s and sales s a egies (Ancillai e al., 2024). The p o-
duce -cen ic inno a ion model and he adi ional pe spec i e ha
iews households solely as consume s ha e led policymake s and
egula o s o la gely o e look he use -cen ic inno a ion model and
he impo ance o use -d i en inno a ions o a coun y. In gene al,
inno a ion policies ha e been p edominan ly supply- ocused,
neglec ing he demand side (Beng sson & Edquis , 2022). Paying
a en ion o cus ome s and ocusing on hei needs and expec a ions
can inc ease he success o SCRM. Beyond ma e ial mo i a ion and,
on he o he hand, o cus ome s and consume s, communica ing
and paying a en ion o hei eelings inc eases cus ome sa is ac ion
and loyal y (Alshu ideh, 2023). Some aspec s o consume expe ien-
ces only c ea e posi i e emo ions, while o he s e oke nega i e eel-
ings. Howe e , mos esea ch has been p ima ily ocused on posi i e
consume emo ions (Souki e al., 2023). The e o e, he basic p oblem
o he cu en esea ch is o iden i y he ideal ype o SCRM model
and also o p o ide a comp ehensi e and gene al iew acco ding o
he opinions o expe s o iden i y he dimensions and ca ego ies o
he SCRM model.
In he nex pa s o he esea ch, fi s he heo e ical li e a u e and
he backg ound o he esea ch a e discussed. Then, acco ding o he
me hod o Sandelowski and Ba oso (2007), we ad ance he s eps o
me a-syn hesis esea ch egula ly and s ep by s ep o achie e he
findings o he s udy; acco ding o he findings o he s udy, manage-
ial esul s a e p esen ed. Then he iden ified model esul ing om
he e iew o selec ed esea ch is p esen ed and finally he limi a-
ions o he esea ch a e men ioned and sugges ions o u u e
esea ch a e p esen ed.
Li e a u e e iew
CRM is defined as o ganiza ional s a egies, p ocesses, and in o -
ma ion echnology (IT) ha enable he o ganiza ion o inc ease e e-
nue and mee cus ome needs (Khan e al., 2022). The pu pose o he
CRM s a egy is o sea ch, collec and s o e app op ia e in o ma ion,
sha e i h oughou he o ganiza ion and hen use i a all o ganiza-
ional le els o c ea e a pe sonal and unique expe ience o he cus-
ome (Gholami e al., 2015), wi h he aim o inc easing p ofi s and
p oduc ion, as well as educing cos s and imp o ing cus ome ela-
ions (S oki
c e al., 2019). CRM is a s a egic business app oach ha is
defined based on he ela ional ma ke ing heo y as " he p ocess o
acqui ing, main aining and pa ne ing wi h selec ed cus ome s o
c ea e supe io alue o he company and he cus ome " (Ib ahim
e al., 2022). CRM ocuses on he day- o-day managemen o cus-
ome ela ionships. I s pu pose includes all asks ha equi e di ec
con ac wi h cus ome s (Kuma e al., 2016). CRM p o ides suppo
o a ious business p ocesses, including cus ome se ice, o de
managemen , sales and ma ke ing au oma ion (Gil-Gomez e al.,
2020). To achie e a sus ainable compe i i e ad an age, echnology is
one o he i al and impo an esou ces in any o ganiza ion and is a
necessa y ac o o he success ul implemen a ion o CRM (Dubey &
Sangle, 2019). Using CRM in h ee s ages −s a ing he ela ionship,
main aining he ela ionship, and ending he ela ionship wi h he
cus ome −is impo an and essen ial, and i s goal is o de elop he
ela ionship wi h he cus ome a e e y momen (Reina z e al.,
2004). The h ee basic ounda ions o CRM a e echnology, p ocesses
and human esou ces. Technology sugges s he use o new echnolo-
gies. P ocesses should be implemen ed as s uc u al changes ha aim
o quickly mee cus ome needs, and HR s a egies should ocus on
he employmen o wo ke s so ha hey unde s and wha HR du ies
a e (Sau a e al., 2021).
Ge ing close o cus ome s is he main p io i y o CEOs. Today’s
businesses a e agg essi ely c ea ing SM p og ams o do his (Helle
Bai d & Pa asnis, 2011). The young gene a ion eels com o able using
he i ual wo ld as a social ne wo k and in o ma ion dissemina ion
pla o m. I is impo an o each his gene a ion and using he i ual
wo ld ins ead o adi ional channels makes i easie . SCRM is no jus
a echnology issue o a combina ion o SM and CRM, and SCRM is no
only a eplacemen o adi ional CRM, bu i is a de elopmen ha
allows he combina ion and in eg a ing o SM da a wi h exis ing
CRM p ocesses (Medjani & Ba nes, 2021). Mos companies a e in e-
g a ing SM pla o ms in o hei cu en CRM sys em (Fe e -Es 
e ez
& Chalme a, 2023). While CRM ocuses mo e on be e a ge ing o
ma ke ing messages, SCRM in ol es building ela ionships and in e -
ac ing wi h cus ome s, iewing, edi ec ing, and engaging in con e -
sa ions and ac i i ies. Adding SM o CRM is no enough o change o
SCRM; he pe o mance o SM helps companies o in e ac wi h cus-
ome s and manage hei in o ma ion based on CRM o inc ease cus-
ome ela ionship pe o mance (Kamboj e al., 2018). Unlike
adi ional CRM, SM allows b ands o in e ac wi h hei cus ome s in
a public space, s eng hening hese ela ionships and main aining
highe le els o cus ome engagemen (Al Balawi e al., 2023). CRM as
an eme ging app oach ha mee s he needs o mode n business is
ans o med in o SCRM, which aims o en ich cus ome expe iences
using new age echnology such as SM. This new dimension o CRM,
commonly known as SCRM, includes cus ome -cen ic ac i i ies such
as p ocesses and echnologies, wi h g owing SM p og ams o engage
use s in collabo a i e con e sa ions and en ich cus ome ela ion-
ships (G eenbe g, 2010). The e a e h ee le els o cus ome -b and
in e ac ion, and he goal o SCRM is o cus ome s o engage wi h he
b and a he hi d le el. Le el one, consump ion, in ol es cus ome s
wa ching, lis ening o, and eading b and con en . Le el wo, pa ici-
pa ion, e e s o engaging in social in e ac ions by liking, sha ing, o
commen ing on b and-gene a ed con en . Finally, le el h ee, c ea-
ion, in ol es cus ome s gene a ing and sha ing hei own con en o
exp ess hemsel es and os e sel -ac ualiza ion (Ciuno a-Shuleska
e al., 2024).
New social media pla o ms ha e ans o med social in e ac ions
in e e yday li e and gained inc easing popula i y as ma ke ing ools
o c ea ing and managing cus ome ela ionships. Fo ins ance,
R. Ros amzadeh, M. Bakhnoo, W. S ielkowski e al. Jou nal o Inno a ion & Knowledge 9 (2024) 100506
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ma ke ing p inciples aim o influence cus ome beha io , build b and
awa eness, and a ge specific g oups based on olun a y accep ance
and add essing social issues. New influence s can be iden ified on
social media pla o ms o help companies e ec i ely ocus on manag-
ing cus ome ela ionships and communica ion (Abdel a ah e al.,
2024). An inc easing numbe o new oppo uni ies o success ul
CRM ac i i ies a e c ea ed by SM pla o ms such as Facebook and ‘X’.
In addi ion, SM ma ke ing o e s an inno a i e way o b ands o c e-
a e public engagemen , manage ela ionships wi h hei cus ome s
and inc ease cus ome loyal y. Howe e , in gene al, using SM when
in e ac ing wi h cus ome s has isks; nega i e WOM ad e ising on
SM pla o ms is a clea example o his (Al Balawi e al., 2023). SM
has g own in popula i y as a means o communica ion be ween busi-
nesses and hei cus ome s in ecen yea s. SM con e sa ions ac ually
acili a e sales and educe chu n (Va gha, 2018). In he ini ial s age o
digi al echnology de elopmen , go e nmen s should ocus on de el-
oping digi al in as uc u es and p o iding digi al skills aining. Du -
ing he g ow h phase, go e nmen s should p o ide ax incen i es
and financial suppo o inno a ion o p omo e indus ial de elop-
men and echnological inno a ions. In he ma u i y phase, i is
essen ial o go e nmen s o s eng hen egula ions and da a p i acy
p o ec ion (Zhang e al., 2024).
Using social media enables he egula and con inuous in oduc-
ion o new p oduc s ailo ed o he a iable needs o cus ome s.
Online ma ke ing managemen may ga he aluable in o ma ion
abou cus ome s’needs, desi es, and expec a ions, which can la e be
ans o med in o a cus omized se ice o p oduc . This, in u n,
inc eases cus ome sa is ac ion and us in he company (P
e ez-
O ozco e al., 2024). Du ing cus ome -company in e ac ions, posi i e
o nega i e emo ions may a ise in he consume . Some o he nega-
i e emo ions include ange , us a ion, disappoin men , so ow,
and dissa is ac ion. On he o he hand, indica o s o posi i e emo-
ions in consume s may include happiness, exci emen , calmness,
sa is ac ion, and eage ness (Souki e al., 2023). Wi h he help o social
media analy ics, businesses can analyze ma ke ends, unde s and
cus ome p e e ences, and ack hei compe i o s’ac i i ies. This
da a-d i en app oach enables companies o quickly adap o chang-
ing ma ke condi ions and make in o med decisions aligned wi h
hei o e all objec i es. The eme gence o big da a has ans o med
mode n comme ce by imp o ing decision-making, s eamlining
ope a ions, and assis ing companies in na iga ing he complexi ies o
he global ma ke . Howe e , his pa adigm shi owa ds da a-cen-
ici y poses new p obabili ies and challenges, wi h a - eaching
e ec s on s a egic managemen and o ganiza ional beha io . Big
da a is essen ial o op imizing wo k o ce dynamics and unde s and-
ing o ganiza ional beha io . The eme gence o social media as a ca a-
lys o beneficial imp o emen s in o ganiza ional beha io and
s a egic managemen can be a ibu ed o i s pe asi e pene a ion
and dynamic ea u es. Fu he mo e, social media pla o ms p o ide a
unique space o businesses o demons a e hei commi men o
CSR and sus ainabili y. O ganiza ions can e ec i ely p omo e hei
CSR ac i i ies, en i onmen ally- iendly p ac ices, and social pa ici-
pa ion ini ia i es h ough he s a egic use o social media (Mansou
e al., 2024). Big Da a Analy ics (BDA) is p ima ily associa ed wi h
social media, which se es as he la ges sou ce o da a eposi o ies
o companies. BDA is also linked o he ype o elec onic se ices
collec ed by ele an social media, which is one o he mos impo -
an componen s o elec onic wo d-o -mou h ad e ising. Howe e ,
ew quan i a i e s udies ha e add essed his aspec . The use o BDA
equi es he synch oniza ion o big da a s o age echnologies, analy -
ical capabili ies, and manage ial knowledge, which can pose a echni-
cal challenge o companies lacking he abili y o ex ac aluable
insigh s om da a (Alshawaw eh e al., 2024).
Li e a u e sugges s ha echnology and design a e wo impo an
sou ces and d i e s o social inno a ion (SI). The main echnological
ends o he new e a, such as he In e ne o Things, a ificial
in elligence, machine lea ning, unmanned ae ial ehicles, 3D p in -
ing, and blockchain, ha e ans o med he cu en inno a ion land-
scape o add ess eme ging social challenges (C. Li & Bace e, 2022).
O ganiza ions aiming o achie e sus ainable ad an ages o su i e in
oday’s unp edic able business landscape mus excel in pe o mance
and inno a ion. While hese wo ac o s a e i al o o ganiza ional
su i al, hey a e in e dependen on se e al ela ed ac o s such as
o ganiza ional s uc u e, mo i a ions, leade ship s yles, echnologies,
esou ces, geog aphical di e ences, and empo al aspec s, as well as
cong uence (Nunes e al., 2021). High bu eauc acy, o mal communi-
ca ions, lack o employee in ol emen , middle manage s’ esis-
ance o change, and isk a e sion a e he main ba ie s o
inno a ion and change (Alshwaya e al., 2023). Ensu ing he
quali y and eliabili y o da a is c ucial because in o ma ion sou -
ces may con ain e o s, inconsis encies, o biases. Iden i ying da a
sou ces, including social ne wo ks, senso s, In e ne o Things
de ices, and websi es, as well as managing cus ome eedback, is
essen ial. I is wo h no ing ha he adop ion o BDA in a com-
pany may pose challenges in managing pe sonal and confiden ial
da a,whichcanha enega i eimplica ionsin e mso p i acy
and secu i y conce ns (Alshawaw eh e al., 2024).
Human capi al- ela ed ac o s (knowledge, skills, and employee
expe ise), s uc u al capi al (o ganiza ional s uc u es, p ocesses,
and sys ems), and ela ional capi al ( ela ionships wi h cus ome s,
supplie s, and o he s akeholde s) enhance social inno a ion in com-
panies (Al Daboub e al., 2024). One defini ion o global inno a ion
capabili y is he financial pene a ion o a coun y in c ea ing, dis-
semina ing, and accep ing new ideas. A coun y’s g oss domes ic
p oduc is a key de e minan o inno a ion pe o mance measu ed
by he Global Inno a ion Index and e ficiency (Nasi & Zhang, 2024).
Resou ces such as human capi al, echnology, and business compe-
encies can be u ilized o cul i a e CRM capabili ies ha enhance
o e all pe o mance. Va ious esou ces ha e been iden ified in he
li e a u e o influence companies’ eadiness o adop SCRM, including
in e nal financial esou ces, managemen inno a ion, employee
knowledge, managemen suppo , and go e nmen al suppo
(Mohammed e al., 2024). The digi al financial economy can le e age
new digi al echnologies such as digi al cu encies, big da a, block-
chain, and a ificial in elligence o o e come he cons ain s o ime
and space in adi ional economic ac i i ies. A long- e m equilib ium
ela ionship can e en be obse ed be ween he eal economy and he
digi al economy (Liu e al., 2024). Companies mus e alua e hei
c edibili y by assessing hei economic, s a egic, ma ke ing, o gani-
za ional, and socio-cul u al pe spec i es. Cus ome us plays a un-
damen al and p ominen ole in he success o a company. In he
e en o se ious misconduc by a company, consume s can boyco
he company’s p oduc s, and he wide communi y will lose us in
he company. Au ho i ies may e en impose es ic ions on helping
he company in c ucial si ua ions. In gene al, a nega i e epu a ion
o a company has a nega i e impac on s akeholde s and educes he
long- e m income o he company (S eimikiene e al., 2021).
Cus ome sa is ac ion is one o he mos c i ical s a egic compo-
nen s ha e e y company should u ilize. To enhance cus ome sa is-
ac ion, he analysis o s eng hs, weaknesses, oppo uni ies, and
h ea s (SWOT) can be conduc ed based on cus ome sa is ac ion.
Companies should ope a e a a poin ha is impo an o cus ome s
and which also demons a es high pe o mance, i.e., in he op- igh
quad an o Fig. 1. In he bo om-le quad an , bo h he company’s
pe o mance is low, and he p oduc o se ice o e ed by he com-
pany is no significan o cus ome s. In he bo om- igh quad an ,
he p oduc is impo an o cus ome s, bu he company’s pe o -
mance is low, equi ing he company o imp o e i s pe o mance. In
he op-le quad an , he company’s pe o mance is high, bu he
p oduc is no impo an o cus ome s, p omp ing he company o
ocus on new p oduc s o se ices o h i e in a o able condi ions
(D osos e al., 2021b).
R. Ros amzadeh, M. Bakhnoo, W. S ielkowski e al. Jou nal o Inno a ion & Knowledge 9 (2024) 100506
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Mal house e al. (2013) conside he equi emen s o a SCRM sys-
em o include h ee main asks: iden i ying, in e p e ing, and gene -
a ing in o ma ion. SCRM gi es businesses he abili y o collec i al
da a abou hei cus ome s in addi ion o communica ing di ec ly
and building close ela ionships wi h hem. The indi idual, p ima y
and seconda y p ocesses o he social cus ome ela ionship p ocess
model a e shown in Fig. 2. This o m includes ou main p ocesses:
lis ening, analyzing and p epa ing, ac ing, and measu ing (Kassem
e al., 2022).
Min zbe g defined change as a si ua ion whe e many old ules no
longe apply. People o en ha e o abandon he oo s o hei pas
successes and de elop en i ely new skills and a i udes. Cha les
Handy a gues ha he na u e o change oday is di e en om p e i-
ous changes, in ha oday is discon inuous, no pa o pa e ns o
cycles ha p e ious economic and social sys ems domina ed. Due o
globaliza ion and he ad ancemen o in o ma ion echnology,
o ganiza ions seek o c ea e s a egic alliances among hemsel es o
compe e. Today, hey a e no longe o ced o ely on hei own
esou ces and be sel -su ficien . Ins ead, hey can le e age global ne -
wo ks. Wi h he ad ancemen o he wo ld, change managemen is
seen as an oppo uni y o o ganiza ions o imp o e hei compe i-
i e ad an age, p ofi s, and p oduc i i y. Companies wo ldwide
become mo e specialized, ocusing on hei co e compe encies and
elying hea ily on specific ma ke s. On he o he hand, change man-
agemen is a p ocess ha c ea es pe cei ed e ec i eness among he
wo k o ce. In gene al, p ope change managemen inc eases he sa -
is ac ion o in e nal and ex e nal s akeholde s o o ganiza ions (D o-
sos e al., 2021a). Table 1 summa izes he p e ious SCRM li e a u e.
Me hodology
The cu en esea ch is undamen al in e ms o i s pu pose and
in e p e i e in e ms o esea ch philosophy. In e ms o da a collec-
ion, i is desc ip i e and explo a o y, and since i seeks o build con-
cep s, pa e ns, and amewo ks, i is quali a i e and me a-syn hesis
based on he combina ion and analysis o codes and concep s o
ela ed esea ch s udies. The me hod o me a-syn hesis analysis is a
echnique o iden i y and analyze concep s and pa e ns in a da a se ,
which can ex ac bo h ob ious meanings and non-ob ious meanings
and ideas om ph ases and sen ences in h ee s ages: open coding,
cen al coding, and selec i e coding. In syn hesis esea ch, he e iew
o p e ious s udies and he p ocess o e aming concep s is done
h ough he in e p e a i e in eg a ion o p e ious esul s (Sandelow-
ski & Ba os, 2007). This p ocess enables esea che s o iden i y a spe-
cific esea ch ques ion and hen seek o find, selec , e alua e,
summa ize, and syn hesize quali a i e e idence o add ess he
esea ch ques ions. Based on his me hod, he in o ma ion and find-
ings ex ac ed om p e ious s udies ela ed o and simila o he sub-
jec a e examined and ins ead o p o iding a comp ehensi e
summa y o he findings, an in e p e a i e combina ion o he find-
ings is c ea ed (E win e al., 2011). Mos esea ch me hod models
include he h ee-s age model o Nobli and Ha e (1988), he six-
s age model o Walsh and Dawn (2005), and he se en-s age model
o Sandelowski and Ba oso (2007). In his esea ch, Sandelowski and
Ba oso’s se en-s ep model, which is he mos amous and widely
Fig. 1. SWOT o cus ome sa is ac ion (D osos e al., 2021).
Fig. 2. SCRM li e cycle (Kassem e al., 2022).
R. Ros amzadeh, M. Bakhnoo, W. S ielkowski e al. Jou nal o Inno a ion & Knowledge 9 (2024) 100506
5
used model o me a-syn hesis esea ch, has been used. The se en
s eps o he me a-syn hesis me hod in Sandelowski and Ba oso’s
me hod a e shown in Fig. 3.
Se ing esea ch ques ions
In me a-syn hesis esea ch, he esea che adjus s his esea ch
ques ions acco ding o Table 2.
Table 1
O e iew o SCRM backg ound.
Au ho Ti le Resea ch me hod Resea ch esul
Nu a ida e al. (2023) Social cus ome ela ionship managemen and
business pe o mance: E idence om small
and medium en e p ises
Quan i a i e Social Cus ome Rela ionship Managemen (SCRM) has a posi i e
impac on he compe i i e ad an age, inno a ion capabili y,
and pe o mance o small and medium-sized en e p ises
(SMEs) in Indonesia.
Medjani and Ba nes (2021) SCRM and O ganiza ional Pe o mance: A Con-
cep ual Model in No h A ica
Quan i a i e SCRM imp o es co po a e pe o mance h ough CRM capabili ies
and cus ome engagemen .
Helle Bai d and Pa asnis (2011) F om SM o SCRM Quan i a i e F om he pe spec i e o manage s, he ela ionship h ough SM
inc eases cus ome loyal y by up o 70 %, bu om he pe spec-
i e o cus ome s i was only 30 %. 64 % o cus ome s s a ed ha
hey like o in e ac wi h companies hey al eady know.
Phillips e al. (2024) Shi ing he pa adigm: A c i ical e iew o social
inno a ion li e a u e
Quali a i ely Social inno a ion esea ch in he pas decade has been g ounded
in h ee main pa adigms: ins umen al, powe -based, and dem-
oc a ic. Mos academic en i onmen s a e p edominan ly influ-
enced by he ins umen al and powe -based pa adigms. Fo
social inno a ion o uly ans o m socie y, i equi es a demo-
c a ic pa adigm.
Gamage e al. (2023) Unde s anding SCRM: A Quali a i e Insigh Quali a i ely Ele en ac o s ha e influenced he adop ion o SCRM: excellen
managemen , alloca ion o esou ces, app op ia e echnology
in as uc u e, necessa y financial esou ces, skilled manpowe ,
o ganiza ional clima e, unc ional lea ning, encou aging
employee pa icipa ion, c ea ing a common ision, manage-
men suppo and commi men .
Kassem e al. (2022) SCRM: de eloping he ela ionship be ween he
company and he cus ome
Quali a i ely
(Delphi me hod)
SCRM includes ou s age: lis ening, analyzing and p epa ing, ac -
ing, and measu ing. These s ages we e examined based on wo
echnical and sociological pe spec i es.
Maecke e al. (2016) The impac o SM on CRM Quali a i ely Cus ome -company in e ac ion h ough SM educes cus ome
chu n and inc eases company p ofi abili y.
Swa s e al. (2016) SCRM by cons uc ion con ac o s in Tasmania Quali a i ely To inc ease p ofi abili y, companies should conside wo s a e-
gies: cons an a en ion o SCRM and segmen a ion based on
cus ome alues.
Fig. 3. The se en-s ep model o Sandelowski and Ba oso (2007).
Table 2
Pa ame e s and main esea ch ques ions (Sandelowski & Ba oso, 2007).
Pa ame e s Ques ions
Wha Concep s and hemes o SCRM
How Con en and ex analysis o esea ch s udies and hei alid
combina ion
Who In e na ional da abase
When F om 2010 o 2024
R. Ros amzadeh, M. Bakhnoo, W. S ielkowski e al. Jou nal o Inno a ion & Knowledge 9 (2024) 100506
6
Acco ding o he ou main ques ions, he concep s and hemes o
esea ch s udies abou SCRM we e analyzed and e iewed in alid
in e na ional da abases published be ween 2010 and 2024, he ini ial
codes we e iden ified and un ela ed concep s we e emo ed, and
hen he concep s and he ob ious and hidden hemes in he ex s
we e iden ified and ex ac ed. To answe he ques ion o wha a e
he dimensions and componen s ha a e e ec i e in SCRM and wha
is he model esul ing om he collec ion o esea ch s udies. Accep-
ance and non-accep ance c i e ia applied in he o me s udies a e
summa ized in Table 3.
Sys ema ic e iew o ex s
Sea ch s a egy and selec ion o sui able a icles a e summa ized
in Fig. 4. Conside ing ha he fi s a icle abou SCRM was published
in 2010 by G eenbe g, he keywo ds o social cus ome ela ionship
managemen and SCRM we e sea ched in da abases (Scopus, Science
Di ec , Web o Science, Seman ic Schola , Google Schola ) in he
pe iod om 2010 o 2024 in he i le and abs ac and keywo ds. The
e ms SCRM and social cus ome ela ionship managemen we e
sea ched in he Scopus da abase and 602 s udies we e ound. In he
nex s age, 250 a icles we e selec ed by limi ing he a icles o he
equi ed opics acco ding o he esea ch. Acco ding o he abs ac
o he a icles, 73 a icles we e hen selec ed. In he nex s ep, 29
a icles we e selec ed acco ding o he English a icles and he a ail-
abili y o he ex o he a icles. Finally, acco ding o he e iew o
he ex s and he needs o he esea ch, 21 a icles we e conside ed
o he final e iew. Sea ching he Science Di ec da abase wi h he
keywo ds SCRM and social cus ome ela ionship managemen , we
eached a o al o 103 a icles. Finally, 25 a icles we e selec ed by
limi ing he equi ed subjec s. Acco ding o he abs ac s o he
a icles, 13 a icles emained. Based on he con en and a ailabili y o
he a icles, we eached nine a icles, and om he emaining nine
a icles, h ee a icles we e selec ed o he final e iew by e iewing
he ex s o he a icles. Sea ching he Web o Science da abase wi h
he keywo ds SCRM and social cus ome ela ionship managemen ,
we ound a o al o 18 a icles. Acco ding o he opic, 12 a icles
we e selec ed. By e iewing he abs ac , 10 a icles we e selec ed o
e iew. Nine o hem had ull ex , all o which we e published om
2016 onwa ds. F om he nine a icles ob ained, acco ding o he ex s
and esea ch needs, h ee a icles we e le o final e iew. Sea ching
he Seman ic Schola da abase wi h he keywo ds SCRM and social
cus ome ela ionship managemen , and acco ding o he esea ch
opic, om he o al o 13 e iewed a icles, he ull ex o h ee
a icles was selec ed o he final e iew. Finally, in he Google
Schola da abase, acco ding o he opic o he esea ch and s udy
needs, and by emo ing duplica e a icles, and acco ding o he qual-
i y o he publica ions and he e iew o he esea ch con en , ou o
he fi e e iewed a icles, one a icle was selec ed o he final
e iew. Finally, 31 a icles we e selec ed o he e iew and analysis
o he ex s and acco ding o he c i ical app aisal skills p og am
(CASP).
Table 3
Accep ance and non-accep ance c i e ia o he s udies ex ac ed in he esea ch.
Admission c i e ia (en e ) Non-accep ance (exi ) c i e ia
S udies ha we e published in eliable in e na ional da abases S udies ha we e no published in in e na ional alid da abases
S udies conduc ed on he subjec o esea ch S udies ha we e ou o he scope o he esea ch
S udies wi h su ficien da a and in o ma ion acco ding o he esea ch objec i es S udies lacking app op ia e me hodology
S udies p in ed in ull S udies lacking he equi ed scien ific quali y due o he ype o publica ion and he
una ailabili y o he ull ex
S udies published be ween 2010 and 2024 S udies conduc ed be o e 2010
Fig. 4. Sea ch s a egy and selec ion o sui able a icles.
R. Ros amzadeh, M. Bakhnoo, W. S ielkowski e al. Jou nal o Inno a ion & Knowledge 9 (2024) 100506
7
Sea ching and choosing sui able a icles
A he beginning o he sea ch p ocess, i should be de e mined
whe he he ex s a e ele an o he esea ch ques ion o no , and in
o de o achie e his goal, he selec ed s udies a e e iewed se e al
imes. A his s age, a icles and ex s ha a e consis en wi h he
opic a e conside ed. A icles un ela ed o he pu pose o he esea ch
a e emo ed. CASP was used o e alua e he esea ch s udies. "CASP"
is a ool ha is commonly used o assess he quali y o p ima y quali-
a i e esea ch s udies. This p og am has 10 ques ions ha help he
esea che o de e mine he accu acy, alidi y, and impo ance o he
s udies in ques ion. These ques ions ocus on he ollowing: 1.
Resea ch objec i es, 2. Me hod logic, 3. Resea ch design, 4. Sampling
me hod,
5. Da a collec ion, 6. Reflexi i y (including he ela ionship
be ween he esea che and he pa icipan s), 7. E hical s udies, 8.
Accu acy o da a analysis, 9. Clea exp ession o findings and 10.
Resea ch alue. A his s age, he esea che gi es a quan i a i e sco e
o each o hese ques ions om 1 o 5, hen he esea che adds up
he sco es o 10 ques ions based on he 50-poin scale o he ub ic,
and each a icle below a good sco e (less han 30) is emo ed. F om
he emaining 65 a icles a e he ini ial sea ch, acco ding o he
CASP, 31 a icles sco ed highe han 30 and we e used in he final
e alua ion.
Ex ac ing he esul s
A his s age, based on he e iew o each a icle based on he
selec ed code and he au ho ’s name and he yea o publica ion o
he esea ch, he equi ed concep s a e ex ac ed acco ding o he
p esen esea ch in each a icle and s o ed in he o m o a cha ac e -
is ic code in a sepa a e file, and in he nex s ep all he concep s om
he 31 selec ed s udies, in he o m o 31 sepa a e ex s, a e en e ed
in o he MAXQDA20. Then he ini ial coding was done wi h he help
o he so wa e, which esul ed in ob aining 439 ini ial codes o each
he explici and implici concep s esul ing om he e iewed
esea ch s udies. The numbe o ini ial codes om each esea ch can
be seen in Table 4.
Analysis and consolida ion o findings
In he p esen s udy, a code was fi s assigned o all he ex ac ed
ac o s. Then, aking in o accoun he implici and explici meaning o
he ini ial codes, each o he codes was ca ego ized in a simila con-
cep , and in he nex s ep, he ca ego ies in he concep s we e
iden ified by combining he ela ed concep s, and finally, he iden i-
fied ca ego ies we e ca ego ized in wo dimensions. The ini ial codes
ob ained om se e al sample s udies can be seen in Table 5.
Con ol o ex ac ed codes
Validi y and eliabili y a e concep s including de end-abili y,
belie abili y, e ifiabili y and e en eflec i i y o esea ch esul s.
One o he eliabili y indica o s o quali a i e esea ch in his me hod
is he e alua ion o se e al documen s in e ms o e e ence o a spe-
cific index. In o de o ensu e he eliabili y and con ol o ex ac ed
concep s, code s’ag eemen me hod (Kappa coe ficien ) was used.
Fo his pu pose, he codes ob ained om fi e esea ch s udies we e
gi en o an expe amilia wi h he subjec o e-code. A e ha , he
coe ficien o ag eemen was calcula ed by using Cohen’s Kappa coe -
ficien , and i s alue o 0.79 ob ained. I is wo h no ing ha his
alue indica es a high ag eemen be ween he code s and, as a esul ,
he alidi y o he esea ch (McHugh, 2012). The o mula o he
Kappa coe ficien is as ollows, and he close i is o one, he highe
he ag eemen be ween he code s. P
0
is called obse ed ag eemen
and pe is called chance ag eemen .
k¼
p0pe
1pe
P esen a ion o findings
A e analyzing and ca ego izing he explici and implici concep s
in he e iewed esea ch s udies in he dimension o ocusing on he
company, 104 ini ial codes we e iden ified o he concep o mana-
ge ial/human ac o s, which shows ha mos o he esea ch s udies
ha e been conduc ed a ound his concep and manage ial and human
ac o s has been he mos ocused esea ch o accep SCRM; his
shows he g ea impo ance o skilled and expe human esou ces in
his field. Then, o he echnological/ echnology ac o s a ec ing he
accep ance o SCRM, 67 ini ial codes we e ob ained, which shows he
second ank o esea che s’a en ion in his field, and his esul also
indica es he impo ance o using new echnologies such as big da a,
machine lea ning, and a ificial in elligence (AI) in companies o suc-
cess ully use mass media o communica e wi h cus ome s. 28 ini ial
codes we e iden ified o he en i onmen al/ex e nal ac o s in he
adop ion o SCRM. 18 ini ial codes we e ex ac ed o he concep o
manage ial/human ac o s in he in es iga ion o ac o s inhibi ing
he use o SCRM. Fo he concep o echnological/ echnology ac o s
in ol ed in no accep ing SCRM, 19 nega i e ac o s we e iden ified,
Table 4
The numbe o ini ial codes ob ained om he in es iga ed s udies.
Au ho s Me hodology Numbe o
de ec ed codes
S udy code Au ho s Me hodology Numbe o
de ec ed codes
S udy
code
Kassem e al. (2022) Quali a i ely 9 17 A aq e al. (2023) Quan i a i e 5 1
Chan e al. (2018) Sys ema ic e iew 13 18 Jalal e al. (2019) Sys ema ic e iew 8 2
Swa s e al. (2016) Quali a i ely 10 19 Woodcock e al. (2011) Quali a i ely 37 3
A o a e al. (2021) Quan i a i e 4 20 Ang (2011) Quali a i ely 15 4
Gamage e al. (2023) Quali a i ely 20 21 Woodcock e al. (2010) Quali a i ely 55 5
Pe ez-Vega e al. (2022) Bibliome ic e iew 37 22 Sa kum e al. (2019) Quan i a i e 5 6
Sau a e al. (2021) Mixed me hod 25 23 Al-Omoush e al. (2021) Quan i a i e 18 7
Gue ola-Na a o e al. (2021) Quali a i ely 4 24 Dewna ain e al. (2021) Quan i a i e 6 8
Hasani e al. (2017) Quan i a i e 7 25 Alshu ideh (2023) Quan i a i e 7 9
Kan o o 
a and Bachmann (2018) Quan i a i e 2 26 Helle Bai d and Pa asnis (2011) Quan i a i e 19 10
P
a 
aloaia e al. (2019) Mixed me hod 12 27 Di fley e al. (2018) Quan i a i e 16 11
And ade e al. (2023) Quan i a i e 4 28 Medjani and Ba nes (2021) Quan i a i e 7 12
Ib ahim e al. (2021) Quan i a i e 4 29 Lam ha i e al. (2022) Quan i a i e 40 13
Ib ahim e al. (2022) Mixed me hod 4 30 Al Balawi e al. (2023) Quan i a i e 8 14
Li e al. (2023) Sys ema ic e iew 24 31 Cha oensukmongkol and Sasa anun
(2017)
Quan i a i e 5 15
Maecke e al. (2016) Quan i a i e 9 16
R. Ros amzadeh, M. Bakhnoo, W. S ielkowski e al. Jou nal o Inno a ion & Knowledge 9 (2024) 100506
8
sys ems and ha e no ye achie ed widesp ead adop ion o new ech-
nologies. This s udy aims o examine s udies om de eloping coun-
ies as much as possible o ob ain mo e eliable esul s.
The main objec i e o SCRM, as discussed by Ciuno a-Shuleska
e al. (2024), is con inuous and online in e ac ion be ween cus ome s
and companies. This acili a es a be e unde s anding o cus ome s’
a ying needs, leading o g ea e cus ome sa is ac ion and a mo e
posi i e pe cep ion o he company. This poin is also add essed in he
cu en s udy. Mohammed e al. (2024) iden ified ac o s such as in e -
nal financial esou ces, managemen inno a ion, employee knowl-
edge, managemen suppo , and go e nmen suppo as c ucial o he
success ul adop ion o SCRM, which a e included in he model de i ed
om he p esen s udy. S eimikien e al. (2021) highligh ed ha com-
pany misconduc leads o cus ome sanc ions and nega i ely a ec s
he b and’s epu a ion, ul ima ely educing he long- e m income o
he company, which is clea ly e iden in he model p esen ed.
D osos e al. (2021) conside ed cus ome sa is ac ion as a s a egic
componen o a company’s success and cus ome a en ion, which is
also emphasized in he model p esen ed in he cu en s udy. They
indica ed ha p ope change managemen leads o inc eased sa is-
ac ion o in e nal and ex e nal s akeholde s o o ganiza ions, which
is also emphasized in he model p esen ed in he s udy. They unde -
sco e he impo ance o cus ome sa is ac ion o he ex en ha i is
e en conside ed o be mo e c ucial han he quali y o he p oduc
p o ided o he cus ome . The model p esen ed in he s udy empha-
sizes bo h psychological sa is ac ion and sa is ac ion de i ed om
ma e ial benefi s om he cus ome ’s pe spec i e. Alshawaw eh
e al. (2024) ega ded a en ion o secu i y and p i acy as necessa y
and essen ial o gaining cus ome us , a no ion alida ed by he
model p esen ed. They also poin s ou ha a lack o insigh in o big
da a analy ics challenges he company, and he iden ified model
add esses po en ial echnical and ex e nal challenges. Pe ez- O ozco
(2024) s a ed ha online ma ke ing managemen , wi h a ocus on
mee ing cus ome needs and expec a ions, a ac s cus ome sa is ac-
ion and us . The iden ified model inco po a es his aspec .
Kassem e al. (2022) e e ed o ou p ocesses—lis ening, analyz-
ing, ac ing, and measu ing—in achie ing success in SCRM, all o
which a e in eg a ed in o he model p esen ed in he cu en s udy.
Medjani and Ba nes (2021) a gued ha SCRM is no me ely a echno-
logical issue o a combina ion o social media wi h adi ional CRM
bu a he a de elopmen ha enables he in eg a ion o social media
da a wi h CRM p ocesses, a no ion eflec ed in he iden ified model.
Zhang e al. (2024) poin ed ou he necessi y o go e nmen s o sup-
po companies and people in de eloping new echnological inno a-
ions, a ole clea ly isible in he iden ified model.
O e all, he cu en s udy ca ego izes oppo uni ies and chal-
lenges, ad an ages and disad an ages o employing concep s p e-
sen ed in social cus ome ela ionship managemen om selec ed
s udies in o an inno a i e model, which can be u ilized by academic
ins i u ions, echnological inno a o s, and economic and manage ial
p ac i ione s. Due o he limi a ion o access o s udies, i was exam-
ined wi h only 31 s udies in he field o SCRM. Also, due o he limi a-
ion o access o comple e s udies, no s udy o he banking indus y
was used in he esea ch, while he banking indus y is e y p one o
use SCRM and also he cus ome s o he banks ha e a g ea desi e o
use i se ices.
Less s udies and a en ion ha e been paid o he dimension o
ocus on he company, i is sugges ed ha mo e s udies be ca ied
ou o unde s and and pay a en ion o he cus ome ’s iew o SCRM
in o de o close he esea ch gap in his field. I is also sugges ed ha
he iden ified model o he cu en esea ch be used quan i a i ely o
alida e he iden ified model in di e en en i onmen s and due o
he limi ed access o s udies, i is sugges ed ha u u e s udies be ca -
ied ou by collec ing esea ch om all indus ies and he exis ing
sec ions in he socie y, which may mo e alid and mo e accu a e
esul s ob ained.
Acco ding o Maslow’s heo y, he ac ha cus ome s pay mo e
a en ion o psychological and in angible esul s can indica e he
de elopmen o consume needs, o he esul s ob ained can be due
o he ac ha he in es iga ed esea ch is mo e ocused on he p os-
pe ous s a a o socie y. P o ing his case equi es independen and
mo e ex ensi e esea ch. I is sugges ed ha in u u e esea ch his
should be done among he mo e p ospe ous and he less p i ileged
sec ions o socie y so ha he eali y o his ma e could be de e -
mined in a mo e p ecise and specific way. I is sugges ed ha u u e
esea ch be conduc ed sepa a ely in di e en en i onmen s and cul-
u es, in de eloped and de eloping coun ies, and hen he esul s
compa ed o de e mine he di e ences and simila i ies in di e en
en i onmen s.
CRediT au ho ship con ibu ion s a emen
Reza Ros amzadeh: W i ing −o iginal d a , Me hodology, In es-
iga ion, Fo mal analysis, Da a cu a ion. Mohammad Bakhnoo: Visu-
aliza ion, Valida ion, So wa e, Resou ces, Fo mal analysis. Wadim
S ielkowski: Visualiza ion, So wa e, Resou ces, Funding acquisi-
ion. Dalia S eimikiene: W i ing − e iew & edi ing, Supe ision,
In es iga ion, Concep ualiza ion.
CRediT au ho ship con ibu ion s a emen
Reza Ros amzadeh: W i ing −o iginal d a , Me hodology, In es-
iga ion, Fo mal analysis, Da a cu a ion. Mohammad Bakhnoo: Visu-
aliza ion, Valida ion, So wa e, Resou ces, Fo mal analysis. Wadim
S ielkowski: Visualiza ion, So wa e, Resou ces, Funding acquisi-
ion. Dalia S eimikiene: W i ing − e iew & edi ing, Supe ision,
In es iga ion, Concep ualiza ion.
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