ISSN: 2222-6990
Open access
Purpose: The aim of this study is to examine the impact of the Social Customer Relationship Management (Social CRM) practices on the social CRM effectiveness and the organizational performance at the Immigration Department of Malaysia. This research finding aims to help organizations to practice the best Social CRM activities to improved service and productivity for the leader.
Design/Method: A descriptive-analytical method (quantitative approach has been taken in this study. A survey was conducted with 230 social CRM practitioners of immigration officers. The research hypotheses were analyzed by means of structural equation modeling (SEM) by using AMOS 22.0.
Findings: This study has proved that there is a positive and significant relationship between social CRM practices and organizational performance. This study also proved an indirect effect on social CRM practices through social CRM effectiveness. The testing indicates variable SCRM Effectiveness partially mediates the relationship between Social CRM Practices and Organizational Performance.
Research Limitations/ Implication: Social CRM practitioners inside the department should also focus on the best social CRM practices to meet the customer expectation and to satisfy the savvy customer as well as fulfill their needs which helps the department to improve the performance.
Originality: There are few research-based studies on Social CRM practices and organizational performance. This study specifically aim to examine the role of “social CRM effectiveness” as a mediator variable between the practices of social CRM and the organizational performance in the Immigration Department in Malaysia.
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In-Text Citation: (Letchumannan et al., 2022)
To Cite this Article: Letchumannan, R., Bidin, R., Bolong, J., and Osman, M. N. (2022). The Impact of Social Customer Relationship Management Practices on Public Organizational Performance: Social Customer Relationship Management Effectiveness as Mediator Variable. International Journal of Academic Research in Business and Social Sciences. 12(5), 1714 – 1737.
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