B2B growth and sales · Empirical survey and structural model of CRM technology acceptance
Antecedents and consequences of CRM technology acceptance in the sales force
George J. Avlonitis, Nikolaos G. Panagopoulos (2005). Antecedents and consequences of CRM technology acceptance in the sales force. Industrial Marketing Management. https://doi.org/10.1016/j.indmarman.2004.09.021.
Plain-English take
Tests antecedents and consequences of CRM acceptance in the sales force, linking acceptance with downstream sales-force outcomes. For your marketing: Use as a mechanism or sales-process design reference. Validate the relationship in your own deal size, buying committee and sales cycle.
How much weight to give this
2.5/5 Evidence needs cautious interpretation
The 1–5 evidence-check score is a practical reading aid, not a formal peer review or a probability that a conclusion is true. It combines design strength (2 points), sample reporting (1), comparison/control clarity (1), and how much of the paper could be checked (1). Access affects how confidently this directory can assess a study, not the study's underlying quality. Blinding is reported separately because it is not relevant to every design.
Empirical survey and structural model of CRM technology acceptance
Sales force using CRM technology in a business-selling context
Judged from the publisher-described design and comparison; inspect the paper for complete analysis.
Publisher page and abstract were retrieved directly; full text was not assumed open.
Double-blind? Blinding was not established from the retrieved publisher record.
Research question
What the authors investigated
What drives CRM acceptance among salespeople and what follows from acceptance?
Design
Empirical survey and structural model of CRM technology acceptance
Sample and setting
Sales force using CRM technology in a business-selling context
Reported result
What the study found
Tests antecedents and consequences of CRM acceptance in the sales force, linking acceptance with downstream sales-force outcomes.
This is a paraphrase of the source. Check the original paper for definitions, estimates, statistical uncertainty and analysis details.
Scope and transfer
Limitations to keep in view
Self-reported, cross-sectional acceptance data limit causal and objective-performance conclusions.
Possible founder application
Use as a mechanism or sales-process design reference. Validate the relationship in your own deal size, buying committee and sales cycle.
Evidence access
Publisher record and abstract retrieved; consult the linked paper for full methods and tables.
Publisher DOI landing page identifies the exact title, authors, journal record and empirical-design sections/abstract: https://doi.org/10.1016/j.indmarman.2004.09.021 Direct publisher-page retrieval was recorded on 2026-10-09; this profile uses the publisher abstract/metadata and does not claim independent review of unavailable full text.
If only an abstract or metadata was available, the profile is limited to claims supported there. A paper's paywall does not change its evidentiary status, but it limits what we can substantiate from accessible text.