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Table Figure 1 Revenue operations & AI

The CRM adoption release card

Release CRM adoption only after provision, acceptance, integration, support, and outcome are visible.

Adoption fieldEvidence to recordPermitted statementStop signal
ProvisionConfiguration, access, role, and workflow boundary“The technology was made available for this work.”Availability is called adoption.
AcceptancePerceived performance value, intention, and local reason to use“Acceptance was assessed for this seller or context.”Intention is treated as realized use.
IntegrationSelling activity and information flow that changed“This part of the work incorporated the tool.”A login count stands in for work change.
SupportTraining, supervisor expectations, peers, and organizational context“These conditions may support the observed adoption path.”Training is named as the sole cause.
OutcomePerformance object, horizon, and comparison“This outcome was measured under this design.”Association becomes a universal causal effect.

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Reference & Evidence

Source: Author's adoption framework grounded in Ahearne, Hughes, and Schillewaert (2007), Jelinek et al. (2006), Robinson, Marshall, and Stamps (2005), and Schillewaert et al. (2005). Prompts are synthetic and do not diagnose a CRM program.

Each line is a claim from the register this journal publishes against, resolved from the register at build time.

  • A Two companies, positive effect: "using data collected from two companies we show that despite uncertain results and the frequent resistance among salespeople to it interventions it acceptance indeed has a positive effect on sales performance" Ahearne, Hughes & Schillewaert. (2007) · AHS07-C1
  • A The proposed mechanism, in their words: "salespeople using it expand their knowledge and in turn gain improved targeting abilities enhanced presentation skills and increased call productivity" Ahearne, Hughes & Schillewaert. (2007) · AHS07-C2
  • A Acceptance is the variable, not provision: "it acceptance indeed has a positive effect on sales performance", and the incentive to accept follows from what acceptance buys the salesperson Ahearne, Hughes & Schillewaert. (2007) · AHS07-C3
  • A The design is in the title: "a longitudinal examination of individual organizational and contextual factors on sales technology adoption and job performance" Jelinek, Ahearne, Mathieu & Schillewaert. (2006) · JAMS06-C1
  • A Adoption is modelled as shaped by those three families of factors: "individual organizational and contextual factors on sales technology adoption" Jelinek, Ahearne, Mathieu & Schillewaert. (2006) · JAMS06-C2
  • A Adoption and performance are linked in the same design: "sales technology adoption and job performance", longitudinally rather than cross-sectionally Jelinek, Ahearne, Mathieu & Schillewaert. (2006) · JAMS06-C3
  • A The model and its route, verbatim: "This study proposes and tests a model linking technology acceptance to adaptive selling and job performance of field salespeople", and the result is that "behavioral intentions to use technology positively affect salesperson performance through enhanced propensity to practice adaptive selling" Robinson Jr., Marshall & Stamps. (2005) · RMS05-C1
  • A Technology acceptance is reported to affect performance through an enhanced propensity to practice adaptive selling. Robinson Jr., Marshall & Stamps. (2005) · RMS05-C2
  • A The technology is framed as an information route rather than an outcome: "Sales technology is an integral tool for enhancing customer-related information management and knowledge development" Robinson Jr., Marshall & Stamps. (2005) · RMS05-C3
  • A The design and the three conditions: "The results from a cross-sectional study of 229 salespeople indicate that putting sales technology to use strongly depends on salespeople"'"s perceptions about the technology enhancing their performance, their personal innovativeness and organizational efforts in terms of user training" Schillewaert, Ahearne, Frambach & Moenaert. (2005) · SFA05-C1
  • A Sales line managers matter alongside end users because salesperson adoption is influenced by perceived supervisor expectations. Schillewaert, Ahearne, Frambach & Moenaert. (2005) · SFA05-C2
  • A And the peer threat is reported as secondary: "the threat from competing sales professionals or peers who use similar sales technology seems to be of secondary importance" for individual adoption Schillewaert, Ahearne, Frambach & Moenaert. (2005) · SFA05-C3

Grades: A, verified against the printed page of the primary source · B, primary source, text layer only · C, authoritative secondary · D, reported.

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