ISSN: 2222-6990
Open access
Business intelligence (BI) and Customer Relationship Management (CRM) projects are difficult to maintain and manage, since they consist of different systems that need to work together in a collaborative manner. For example, inaccurate data from one location can cause most reports to be generated incorrectly, which in turn can cause meaningless results. This situation may result in the failure of BI and CRM systems. This is most likely due to the fact that the process is not planned correctly and needs are not adequately analyzed. For this reason, systems must always be checked and maintained. Additionally, users’ acceptance of this new technology must be examined. In this study, techniques of using BI applications in CRM were examined. While previous studies on the adoption of BI and CRM systems in businesses have used TAM or variants formed from the variables of different theoretical models, in this study an alternative model was proposed based on the Technology Acceptance Model 3 (TAM3), which is an extended form of the TAM's social impact processes and cognitive impact process variables. Thus, this study aims to fill in the gap in the literature and provide a detailed explanation. In order to investigate users’ acceptance of BI and CRM systems, an adapted questionnaire was administered to 90 employees at institutions operating in capital markets. Findings showed that by order of importance perceived usefulness, perceived ease of use and behavioral intention to use are the key constructs for promoting the usage of BI and CRM systems in such sectoral context. Besides this, the author offered suggestions to technology managers and institutions operating in the capital markets concerning new technology, adoption of BI and CRM systems under similar sectoral circumstances.
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In-Text Citation: (Sönmez, 2018)
To Cite this Article: Sönmez, F. (2018). Technology Acceptance of Business Intelligence and Customer Relationship Management Systems within Institutions Operating in Capital Markets. International Journal of Academic Research in Business and Social Sciences, 8(2), 392–414.
Copyright: © 2018 The Author(s)
Published by Human Resource Management Academic Research Society (www.hrmars.com)
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