Examining social customer relationship management among Irish hotels

Purpose: The purpose of this paper is to develop and test a model examining the key factors that emerge from the social customer relationship management (CRM) process. Specifically, this study aims to address the chain-of-effects that occurs as a result of the social CRM process, leading to superior levels of hotel performance. Design/methodology/approach: Data were collected using a quantitative approach. Using a mail and online questionnaire, data were gathered from 120 key informants in hotels in Ireland. The proposed model was tested using partial least squares structural equation modelling. Findings: Results demonstrate that the social CRM activities of hotels enhance hotel service innovation activities. This positively impacts the ability to develop a customer-linking capability, resulting in higher levels of customer performance. In turn, higher levels of customer performance leads to higher levels of financial performance. Practical implications: Service innovation and customer-linking capability are identified as critical outcomes of the social CRM process that lead to enhanced hotel performance. Originality/value: This study explains the chain-of-effects through which the social CRM process results in higher levels of performance.