CRM ADOPTION IN SMES: WHAT’S WRONG? AN EMPIRICAL PERSPECTIVE ON KEY ACTORS

Purpose. Although the strategic nature of CRM is rec- ognised, 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 ad- opted 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 tech- nological 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 em- ployed to analyse how CRM adoption unfolds in SMEs, shifting from a linear perspective to a dynamic and interac- tive one. It highlights the crucial role of vendors and con- sultants interaction in this process.