Keywords
SMEs
Inter-organisational interaction
Technological adoption process
Customer relationship management
How to Cite
Accepted 2026-03-25
Published 2026-06-13
Abstract
Purpose. Although the strategic nature of CRM is recognised, its adoption process is often hindered by various obstacles. This study examines the complexities of CRM adoption among SMEs, emphasising emerging tensions among stakeholders.
Design/methodology/approach. A case study is adopted to examine the CRM adoption in a firm operating in equipment rental. Data were collected through interviews, observation and secondary data. An integrate empirical and theoretical insights to understand emerging tensions is abductively developed.
Findings. The study suggests that CRM adoption in SMEs unfolds interactively between three key actors: the user, the vendor and the consulting. Rather than hindering, frictions and tensions act as mechanisms for learning and adapting resources. This led the firm to incorporate CRM-like approach without adopting a software.
Practical implications. The findings emphasise how CRM adoption should be evaluated from more than a technological standpoint. The study suggests how managers could benefit from emerging frictions and tensions to avoid costly mistakes.
Originality of the study. The IMP analytical lens is employed to analyse how CRM adoption unfolds in SMEs, shifting from a linear perspective to a dynamic and interactive one. It highlights the crucial role of vendors and consultants interaction in this process.
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