CUSTOMER RELATIONSHIP MANAGEMENT AND DATA-DRIVEN DECISION-MAKING IN MODERN ENTERPRISES: A SYSTEMATIC LITERATURE REVIEW

Abstract

In an era where digital transformation and customer-centricity drive competitive differentiation, the integration of Customer Relationship Management (CRM) systems with Data-Driven Decision-Making (DDD) practices has emerged as a critical enterprise capability. This study presents a systematic literature review and meta-analysis of empirical research conducted between 2010 and 2024, synthesizing findings from 78 peer-reviewed articles across disciplines including marketing, information systems, and organizational science. The primary objective was to evaluate the effectiveness of CRM-DDD integration on organizational performance and to identify functional, sectoral, and contextual factors influencing these outcomes. A rigorous search strategy, guided by PRISMA standards, was used to extract eligible studies from five major academic databases. Meta-analytic procedures were performed using a random-effects model to account for heterogeneity across industries, geographies, and CRM configurations. The analysis revealed a statistically significant and moderately strong overall effect size (r = 0.46), affirming that CRM systems embedded with analytics capabilities lead to superior customer satisfaction, retention, marketing ROI, and strategic responsiveness. Among CRM functionalities, analytical CRM demonstrated the highest impact (r = 0.52), followed by collaborative (r = 0.44) and operational CRM (r = 0.37), indicating that insight generation and cross-functional alignment are central to maximizing CRM value. Sectoral analyses showed that CRM-DDD integration yields the greatest benefits in retail, finance, and healthcare, while also delivering measurable gains in B2B and industrial environments. Moderator analyses further revealed that effect sizes were stronger in developed economies, large enterprises, and organizations with advanced digital maturity. Robust statistical diagnostics confirmed the stability and replicability of findings, while theoretical triangulation linked results to the Resource-Based View, Knowledge-Based View, and relationship marketing theories. This study contributes to both academic literature and managerial practice by offering a comprehensive, evidence-based understanding of CRM analytics as a performance-enhancing capability. It underscores the strategic imperative for organizations to not only adopt CRM platforms but to embed them with advanced data-driven intelligence and integrate them across the customer lifecycle to unlock sustained competitive advantage.