This work offers a state-of-the art survey of information systems research on electronic customer relationship management (eCRM). It provides important new frameworks derived from current cases and applications in this emerging field. Each chapter takes a collaborative approach to eCRM that goes beyond the analytical and operational perspectives most often taken by researchers in the field. Chapters also stress integration with other enterprise information systems. The book is organized in four parts: Part I presents an overview of the role of CRM and eCRM in marketing and supply chain management; Part II focuses on the organizational success factors behind eCRM implementation; Part III presents cases of eCRM performance enhancement; and Part IV addresses eCRM issues in business-to-consumer commerce.

This work offers a state-of-the art survey of information systems research on electronic customer relationship management (eCRM). It provides important new frameworks derived from current cases and applications in this emerging field. Each chapter takes a collaborative approach to eCRM that goes beyond the analytical and operational perspectives most often taken by researchers in the field. Chapters also stress integration with other enterprise information systems. The book is organized in four parts: Part I presents an overview of the role of CRM and eCRM in marketing and supply chain management; Part II focuses on the organizational success factors behind eCRM implementation; Part III presents cases of eCRM performance enhancement; and Part IV addresses eCRM issues in business-to-consumer commerce.

Structured Conflict Approaches Used in Strategic Decision Making focuses on strategic planning processes which use structured conflict to aid in elicitating and exposing management's underlying assumptions and how to stimulate management to adopt a broader view of the planning problem. The objective is to examine the whether structured conflict procedures are superior to expert or consensus-oriented procedures in face-to-face and virtual teams working on strategic decision-making tasks. The author begins with a brief background in section 2, then section 3 discusses structured conflict, followed by philosophical and empirical debate in section 4. Section 5 examines structured conflict: devil's advocacy and dialectical inquiry studies in both case and field, and experimental studies. Section 6 presents an integrative analysis of the structured conflict studies. Section 7 focuses on leadership. Section 8 addresses structured conflict and leadership in virtual teams. Section 9 is the conclusion and addresses the issues of this paper and discusses potential future studies.