윤리경영이 CRM 성과에 미치는 영향에 관한 실증적 연구

국문 초록 (Abstract)

오늘날 기업이 경영현장에 윤리경영을 도입하거나 적용하는 과정에는 여러 문제점들이 있는 것으로 알려져 있다. 정보시스템 분야 역시 윤리경영과 관련된 문제들을 해결하고 싶어하지만, 아직까지 그러한 윤리경영과 관련된 문제들을 해 결하기 위한 적절한 접근법 또는 실증적 연구가 전무한 실정이다. 따라서, 본 연 구의 목적은 IS 활동에서 윤리경영과 관련된 문제점들이 무엇인지 확인하고, IS 활동에 윤리경영 전략을 적용시키는 방법을 찾고자 함에 있다. 이러한 목적을 달 성하기 위한 구체적인 목표 4가지로는, (1) IS 현장에 윤리경영을 도입할 때 고려 해야 할 요인들을 찾아내며, (2) 윤리경영으로부터 CRM 성과로 이어지는 시험적 인 연구모형을 제시하고, (3) 윤리경영이 CRM 성과에 미치는 영향을 실제 검증 하여, (4) 이러한 실증 데이터 분석을 기반으로 하는 조작 가능한 프로세스 모형 을 제시하고자 함에 있다.
본 연구에서의 시험적 연구모형은 동기부여의 원칙, 활동적 프로세스, 그리 고 관찰 가능한 성과 등 순차적인 프로세스를 갖는 것으로 설명된다. 실증적 연 구를 통해, 본 연구는 윤리경영 원칙과 활동이 높은 기업 환경에서의 다양한 결 론을 제시하였다. 주요한 결론으로는, 윤리경영 원칙과 활동이 높은 기업은 CRM 시스템을 도입한 기업과는 다른 경로의 프로세스를 보이며 통계분석 결과, (1) 윤 리경영헌장, 가이드라인, 정책과 윤리경영 관리 활동은 기업에서의 윤리적 기준 을 형성하고, (2) 윤리적 기준이 명확해지면, IT와 문화 측면에서의 윤리적 활동이 더욱 긍정적으로 나타나며, 이는 다시 Responsive 역량에 영향을 미친다. (3) Responsive 역량은 고객획득에 긍정적 영향을 미치며, 이는 다시 고객유지를 매 개로 하여 경제적 성과로 이어지는 프로세스를 보이고 있다.
결론적으로 연구모형에서 세 가지 측면 (동기부여의 원칙, 활동적 프로세스, 관찰 가능한 성과) 간의 관계들을 체계적으로 고려함으로써, 기업은 윤리적 판단 을 더욱 효율적으로 할 수 있게 되고, 개별적으로 고객과의 관계를 더욱 잘 관리 할 수 있게 됨으로써, 그러한 관계가 기업의 수익 성과로 나타날 수 있게 될 것 이다. 따라서 본 연구는 IS 분야 학계에서 윤리경영 문제와 관련된 연구를 수행 하는 사람들을 주 대상으로 하며, 다음으로, 산업계에서 CRM과 관련된 윤리경영 의 난관에 직면한 이들에게도 도움을 주게 될 것으로 기대된다.

다국어 초록 (Multilingual Abstract)

It has been known that there are several issues when firms adopt and apply business ethics to the business practice nowadays. In the field of IS, firms also want to settle these ethical issues. However, until now there have not been adequate methods or an empirical study to make an approach into those ethical issues. Therefore, the purpose of this research is while identifying ethical issues in IS activities, to find a method of applying business ethics strategies into the IS fields. For this purpose, the specific goals of this paper are fourfold: (1) identifying considerable factors, when adopting and applying business ethics in IS practice, (2) proposing a tentative research model from business ethics to CRM performance, (3) testing the effects of Business Ethics to CRM performance, and (4) providing the operationalizable process model based on empirical data analyses.
It is explained that the tentative research model in this paper has sequential processes: motivating principles, behavioral processes, and observable performances. Through empirical study, this paper presented several results in the circumstance of firms which business ethics principle and activities are high. The important result is that the firms in which business ethics principle and activities are high showed a different set of processes in the tentative research model from the firms which adopted CRM systems. The results from the statistical analysis, specific process in the firms which business ethics principle and activities are high showed the following sequence: (1) formal rules, guidelines, and policies, and public affairs management activities are formulate ethical standards in firms, (2) after articulating ethical standards, ethical activities at IT responsiveness and cultural responsiveness are more positively active, and these ethical activities are positively affect responsive capabilities, (3) responsive capabilities positively affect customer acquisition, and mediating by customer maintenance, customer acquisition positively affects economic performance.
In result, through considering systematically interactions among three facets in the research model (i.e., motivating principles, behavioral processes, and observable performances), firms might then be better able to make ethical decisions more effectively and to manage individual customer relationships for the contribution of these relationships to the profitability of the firms. Thus, this paper has as its primary audience those in the IS academic community who are conducting research into IS ethical issues. Secondarily, this paper may also provide insights to those in the business community who are confronting CRM related ethical quandaries.

목차 (Table of Contents)

• CHAPTER ONE: INTRODUCTION = 1
• CHAPTER TWO: LITERATURE REVIEW = 6
• 1. Corporate Social Responsibilities and Corporate Social Performance = 6
• (1) Corporate Social Responsibilities = 6
• 1) Definitions of Corporate Social Responsibilities = 7
• 2) The Territory of CSR Theories = 9
• (2) Corporate Social Performance = 11
• 1) Carroll’s CSP Model (1979) = 13
• 2) Wartick and Cochran’s CSP Model (1985) = 14
• 3) Wood’s CSP Model (1991) = 15
• 2. Customer Relationships Management = 16
• (1) CRM Definitions and Features = 16
• (2) CRM CSFs = 18
• 1) Organization Operations = 19
• 2) IT Operations = 21
• 3) Customer Centric Culture = 24
• 4) Capabilities for Customer Relationships Development = 27
• 3. CSR in the Context of CRM = 31
• (1) Principles of Corporate Social Responsibility = 31
• 1) Prior Research about Principles of Corporate Social Responsibility = 31
• 2) The Difficulty in Identifying the Level of Ethical Principles = 34
• 3) Focus of This Paper on Identifying Ethical Principles = 35
• (a) Formal Rules, Guidelines, and Policies = 35
• (b) Public Affairs Management = 38
• (2) Responsive Management = 40
• 1) Corporate Social Responsiveness = 40
• 2) Stakeholder and Issues Management = 42
• (a) Stakeholder Management = 42
• (b) Issues Management = 43
• 3) Considering Challenges Management in NTBEs as the Responsive Management in IS Circumstance = 44
• 4) Linkage CRM CSFs with NTBEs in IS-related Circumstance = 48
• 5) Linkage NTBEs in CRM-related circumstance with Social Responsive Management = 53
• (3) CRM Performance = 55
• 1) Social Performance in Relationship = 55
• 2) CRM Performances in Relationship = 58
• 3) Economic CRM Performance = 61
• CHAPTER THREE: METHODS = 63
• 1. A Tentative Research Model = 63
• 2. Hypothesis Development = 65
• (1) Ethical Principle and Responsive Management = 65
• (2) Responsive Management and Relationship Performance = 67
• (3) Relationship Performance and Economic Performance = 69
• 3. Questionnaire Development = 71
• CHAPTER FOUR: DATA ANALYSIS AND RESULTS = 78
• 1. Data Collection = 78
• 2. Sample Demographics = 78
• 3. Assessment of Measurement Properties = 80
• 4. Confirmatory Factor Analysis = 83
• (1) Ethical Standards Dimension = 83
• 1) CFA (Confirmatory Factor Analysis) = 84
• 2) Reliability and Validity = 88
• (a) Reliability and Convergent Validity = 88
• (b) Discriminant Validity = 88
• (2) Responsive Management Dimension = 89
• 1) CFA (Confirmatory Factor Analysis) = 91
• 2) Reliability and Validity = 94
• (a) Reliability and Convergent Validity = 94
• (b) Discriminant Validity = 94
• (3) Relationship Performance Dimension = 95
• 1) CFA (Confirmatory Factor Analysis) = 96
• 2) Reliability and Validity = 100
• (a) Reliability and Convergent Validity = 100
• (b) Discriminant Validity = 100
• (4) Economic Performance Dimension = 101
• 1) CFA (Confirmatory Factor Analysis) = 102
• 2) Reliability and Convergent Validity = 102
• (5) All Dimensions = 103
• 1) CFA (Confirmatory Factor Analysis) = 103
• 2) Reliability and Validity = 106
• (a) Reliability and Convergent Validity = 106
• (b) Discriminant Validity = 106
• 5. Structural Equation Model = 108
• 6. Mediating Impacts and Common Method Bias = 113
• (1) Testing Mediating Impacts of the Responsive Management = 113
• (2) Testing Common Method Bias = 116
• CHAPTER FIVE: DISCUSSIONS AND CONCLUSIONS = 118
• 1. Results and Discussions = 118
• (1) Ethical Principle and Responsive Management = 118
• (2) Responsive Management and Relationship Performance = 120
• (3) Relationship Performance and Economic Performance = 124
• 2. Conclusions and Implications = 130
• (1) Conclusions = 130
• (2) Implications = 132
• (3) Limitations and Further Research = 135
• REFERENCES = 136
• APPENDIX: Description of Measures = 149