Customer relationship management (CRM) is among the fastest growing business practices, and is often credited for substantial improvements in sales force effectiveness. This paper offers an investigation of CRM implementation and proposes a model that explains the roles of organizational learning, business process orientation, customer-centric orientation, and task–technology fit in enabling the transformation of CRM from a technological tool to an advantage-producing resource. The development of the framework is based on extant theory and an analysis of responses to open-ended questions assessing (dis)satisfaction with CRM implementation. Implications for sales management are discussed.
