Integrating Customer Relationship Management (CRM) and Strategic Management: Effects on Customer Loyalty and Business Growth

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Published: 2025-11-05
DOI: https://doi.org/10.53555/jtar.v21i2.47
Keywords:
Strategic CRM Integration, Customer Loyalty, Business Growth, Adaptive Behavior, Organizational Readiness

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Dr. Manoj P. K
Dr Vipin Kumar
Dr. Gagandeep kaur
Dr Mala Dani
Dr Vibhuti sharma
Dr Raj Kumar Singh
Dr. Abbas Vattoli

Abstract

Strategic integration of Customer Relationship Management (CRM) is no longer a competitive advantage—it is a prerequisite for sustained organizational growth and customer retention in the digital age. This study critically examines how CRM–Strategic Integration influences two pivotal business outcomes: customer loyalty and business growth. Drawing on data from 420 senior professionals across CRM-intensive service industries, the research utilizes Partial Least Squares Structural Equation Modeling (PLS-SEM) to assess direct, mediating, and moderating relationships among core constructs, including adaptive behavior, CRM maturity, and organizational readiness. The results demonstrate that CRM–Strategic Integration significantly enhances both loyalty and growth outcomes. Adaptive behavior partially mediates the relationship between CRM integration and customer loyalty, highlighting the essential role of employee agility in translating technological capability into relational value. Additionally, CRM maturity positively moderates the CRM–growth linkage, while organizational readiness strengthens the effect on loyalty, underscoring the internal contextual dependencies required for CRM to yield strategic benefits. Theoretically, this study advances CRM scholarship by reconceptualizing CRM as a dynamic organizational capability embedded in strategy, behavior, and technological maturity. It extends beyond techno-operational models, integrating CRM into the discourse of strategic alignment and capability development. From a managerial perspective, the study calls for a holistic approach to CRM investment, advocating for readiness audits, maturity assessments, and cross-functional alignment. These findings offer a blueprint for organizations aiming to reposition CRM from a support tool to a growth catalyst. Future research should explore longitudinal impacts and industry-specific applications of CRM–Strategic Integration.

Article Details

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Vol. 21 No. 2 (2025): Journal of Theoretical Accounting Research

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Articles
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This work is licensed under a Creative Commons Attribution 4.0 International License.

Author Biographies

Dr. Manoj P. K

Professor and Head, Department of Applied Economics, Cochin University of Science and Technology (CUSAT), Kochi, Kerala - 682 022

Dr Vipin Kumar

Associate Professor, Teerthanker Mahaveer University Moradabad

Dr. Gagandeep kaur

Assistant Professor, PG Department of commerce, MCM DAV College for Women, Sector- 36/A, Chandigarh, 

Dr Mala Dani

Assistant Professor, GLS University

Dr Vibhuti sharma

Assistant Professor, School of Journalism and Liberal Arts SOJLA (Economics), Dev Bhoomi Uttarakhand University, Dehradun

Dr Raj Kumar Singh

Professor, School of Management Sciences, Varanasi, UP, India, 

Dr. Abbas Vattoli

Associate Professor, Research Supervisor, Department of Commerce, Amal College of Advanced Studies (Autonomous), Nilambur Affiliated to University of Calicut, PSMO College (Autonomous), Tirurangadi

How to Cite

Integrating Customer Relationship Management (CRM) and Strategic Management: Effects on Customer Loyalty and Business Growth. (2025). The Journal of Theoretical Accounting Research, 21(2), 213-222. https://doi.org/10.53555/jtar.v21i2.47

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