Information Systems and Organisational Culture: The Case Study of CRM System in Organisation T

Abstract

In the era of technological advancement, the relationship between humans and systems is constantly evolving. In an organisational context, understanding the underlying dynamics of such relationship is key to navigate through digital change. The capabilities of humans and systems can be realised once this understanding is achieved. Therefore, this research explores the subject matter by studying the impact of advanced CRM systems on organisational culture. The case study approach is used to interpret perceptions of Organisation T in relevance to the cultural shifts resulting from CRM system implementation. Six themes emerge as the research findings: Autonomy Aided by the Use of Technology, Sense of Belonging and Synergy, Amplified Visibility and Recognition, Clarity of Strategic Outlook, Accelerated Responsiveness, and Enthusiasm towards Collective Growth. Furthermore, the themes are reviewed against the Competing Values Framework and found to align with three culture types: Market, Clan, and Adhocracy cultures. The themes representing the impact on organisational culture are the result of the interplay between the CRM system and the context it exists within. Therefore, this research adopts a humanised lens to shed light on the nature of shifts brought upon organisational culture by the CRM system.