Modeling Social Customer Relationship Management in the Tourism Industry Based on Agility and Value Creation with a Structural-Interpretive Approach

Subject Areas : Electronic Commerce

masood izadkhah ¹ , Sayyed Mohammadreza Davoodi ² , Rasoul Asgarpour, ³ , Somayeh Salehi ⁴

1 - Department of management, Na.C., Islamic Azad University, Najafabad, Iran
2 -
3 - Department of management, Na.C., Islamic Azad University, Najafabad, Iran
4 - Department of management, Na.C., Islamic Azad University, Najafabad, Iran

Received: 2025-07-19 Accepted : 2025-08-29 Published : 2025-11-03

Keywords: Social Customer Relationship Management, Agility, Value Creation, Tourism Industry,

Abstract :

This study aimed to model Social Customer Relationship Management (SCRM) in the tourism industry, focusing on organizational agility and value creation . The present study is applied in terms of purpose and descriptive in terms of data collection method and was conducted within the framework of the interpretive paradigm with an inductive approach and qualitative design. The research participants included university professors and experienced managers in the tourism industry who were selected purposively and theoretical saturation was achieved by conducting 12 interviews. Data were collected through semi-structured interviews and a decision matrix-based questionnaire. The validity of qualitative coding was confirmed by the Holst method (0.731) and Cohen's kappa (0.674). The face validity of the questionnaire and its reliability were also confirmed by the internal correlation coefficient (0.822). Qualitative data analysis was conducted using thematic analysis and MaxQuda software. In the second part of the study, the structural-interpretive modeling method and MiqMaq software were used to identify the relationships between the constructs and modeling. The results showed that the use of social media affects social customer relationship management capabilities. These capabilities affect tourism management, and tourism management also leads to improved organizational agility, personalization of tourism services, and value creation. Ultimately, this process leads to the enhancement of the destination brand image and improved social customer relationship management. The model emphasizes that success of implementing SCRM in the tourism industry requires strengthening customer relationship management capabilities, improving data management, improving organizational agility, and focusing on creating value for customers.              

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