مطالب

Purpose: Professional development of managers is one of the factors affecting the position of organizations compared to other organizations. Therefore, the present study was conducted to propose a model for professional development of educational managers in the banking industry. Methodology: This study was applied in terms of objective and quantitative in terms of research method. The research population consisted of 280 Bank Sepah branch managers and educational consultants and experts of Sepah Bank headquarters in Tehran in 2021. The sample size was estimated n=161 based on Cochran's formula who were selected by simple random sampling method. For data collection, a researcher-made questionnaire for the professional development of educational managers (78 items) was used, the content validity of which was confirmed by 10 experts, and its reliability was obtained by Cronbach's alpha method above 0.70. Finally, the data were analyzed by exploratory factor analysis (EFA) using SPSS24. Finding: The results of the present study showed that 2 items were excluded due to the factor loading less than 0.40 and the final form of the researcher-made questionnaire for the professional development of educational managers had 76 items and 4 organizational, individual, technological and environmental dimensions and 21 components with the factor loading above 0.40. Accordingly, a 4D model for professional development of educational managers in the banking industry was drawn. Conclusion: According to the results of the present study, for the professional development of educational managers, it is possible to increase its organizational, individual, technological and environmental dimensions through the related components and items.

The market competition urges companies to invest heavily in Customer Relationship Management (CRM) projects to gain a better understanding of the customers. Nevertheless, the successful implementation of CRM seems to be difficult to achieve. Researches show that less than 30 percent of organizations that implement a CRM technology have seen an improvement in organization performance. Hence, a more than 70 percent rate of failure for CRM projects is an alarm for organizations to provide the required arrangements prior to the CRM implementation. This paper aims to consider two research questions: How has CRM implementation research evolved over the past 20 years? What are the Critical Success Factors (CSFs) and Critical Failure Factors (CFFs) for CRM implementation? To answer these questions, the authors conducted an in-depth review of CRM implementation research for the last 20 years and analyzed the content of 214 selected papers (published from January 2000 to January 2020). Then CSFs and CFFs were classified and prioritized. Finally, the work proposes a covering definition of the success factors based on the literature review. Acknowledging the growth of studies on CRM implementation, this paper presents the latest picture of the discipline and hopes that understanding these 24 CSFs and 15 CFFs would help organizations to obtain the expected benefits of their CRM initiative.