Developing future managers’ skills in using CRM systems as a factor in the development of human capital mobility in the digital economy
DOI:
https://doi.org/10.26661/2522-1566/2026-3/37-25Keywords:
CRM systems; CRM competencies; future managers; digital human capital; human capital mobility; labour productivity; digital competencies; professional training; PLS-SEM; digital transformationAbstract
The study examines the formation of future managers’ skills in using Customer Relationship Management (CRM) systems as a factor in developing human capital mobility in the digital economy. The relevance of the research is associated with digital transformation, artificial intelligence, big data analytics, and automation, which are changing requirements for managerial competencies. The purpose of the study is to develop a conceptual economic model of forming future managers’ CRM competencies and to identify their role in the development of digital human capital, human capital mobility, labour productivity, and enterprise competitiveness. The methodology is based on systems, competency-based, resource-based, and process approaches, as well as Human Capital Theory, the Resource-Based View, and Dynamic Capabilities Theory. Conceptual modelling and structural analysis are used to establish relationships among the studied constructs and substantiate their further empirical assessment using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results include an original sequential mechanism: CRM Competencies → Digital Human Capital → Human Capital Mobility → Labour Productivity → Enterprise Competitiveness. Five interrelated latent constructs and indicators for their assessment are identified. The proposed mediation mechanism explains how CRM competencies can affect enterprise competitiveness through the development of digital human capital, professional mobility, and labour productivity. The originality of the study lies in integrating competency-based and human capital approaches with digital management into a unified model of CRM competencies and enterprise competitiveness. The practical value is related to the application of the model in managerial education, corporate training, digital competency assessment, and human capital development. The main limitation is the conceptual nature of the model, which requires further empirical validation.
JEL: M15, M53, J24, O33.
References
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REFERENCES
Vuorikari, R., Kluzer, S., & Punie, Y. (2022). DigComp 2.2: The Digital Competence Framework for Citizens: With New Examples of Knowledge, Skills and Attitudes. Luxembourg: Publications Office of the European Union. 134 p. https://doi.org/10.2760/115376
OECD. (2023). OECD Skills Outlook 2023: Skills for a Resilient Green and Digital Transition. Paris: OECD Publishing. 271 p. https://doi.org/10.1787/27452f29-en
OECD. (2024). OECD Digital Economy Outlook 2024. Vol. 1: Embracing the Technology Frontier. Paris: OECD Publishing. 161 p. https://doi.org/10.1787/a1689dc5-en
OECD. (2024). OECD Digital Economy Outlook 2024. Vol. 2: Strengthening Connectivity, Innovation and Trust. Paris: OECD Publishing. 223 p. https://doi.org/10.1787/3adf705b-en
World Economic Forum. (2025). The Future of Jobs Report 2025. Geneva: World Economic Forum. 222 p. https://www.weforum.org/publications/the-future-of-jobs-report-2025/
UNESCO. (2023). Global Education Monitoring Report 2023: Technology in Education: A Tool on Whose Terms? Paris: UNESCO. 433 p. https://doi.org/10.54676/UZQV8501
Sánchez-Canut, S. (2023). Professional Digital Competence: Definition, Frameworks, Measurement, and Gender Differences: A Systematic Literature Review. Human Behavior and Emerging Technologies. https://doi.org/10.1155/2023/8897227
de Villiers Scheepers, M., Mulcahy, R., Fleishman, D., et al. (2024). Digital career competencies: A co-created scale for the digital employability competencies we’ve overlooked. Journal of Education and Work, 38(5). https://doi.org/10.1177/09504222241231265
Tee, P. K., Wong, L. C., Dada, M., et al. (2024). Demand for digital skills, skill gaps and graduate employability: Evidence from employers in Malaysia. F1000Research, 13, 389. https://doi.org/10.12688/f1000research.148514.1
Deja, M. (2024). Empowering through digital skills: A case of alumni in the business services sector. Journal of the Association for Information Science and Technology. https://doi.org/10.1002/asi.24890
Wang, Y. (2023). A Model Predicting CRM Resource Effect on Business Performance through CRM Capabilities. Wireless Communications and Mobile Computing. https://doi.org/10.1155/2023/9792999
Tuamyil, R. B., Gontur, S., & Davireng, M. (2022). Customer Relationship Management, Innovation Capability, Technological Environment, and Performance of Small and Medium Scale Enterprises: A Research Framework and Proposition. Journal of Economics, Management and Trade, 28(10), 80–88. https://doi.org/10.9734/jemt/2022/v28i1030450
Gontur, S., Tuamyil, R. B., Davireng, M., & Dekom, H. B. (2024). Customer Relationship Management and Performance of Agricultural Firms: A Moderating Effect of Technological Environment. Advancement in Management and Technology, 5(2). https://doi.org/10.46977/amt.2024.v05i02.001
Siddiqui, F., Yusheng, K., Ravina-Ripoll, R., & Aden, A. S. (2024). Dynamic firm performance: Entrepreneurship, knowledge, social media, customer relationship management, environment. South African Journal of Business Management, 55(1), a4346. https://doi.org/10.4102/sajbm.v55i1.4346
Das, S., Mohapatra, A. K., Pandey, S., & Nayak, Y. (2025). A Meta-Analytical Approach to Cognize the Pooled Effect of Customer Relationship Management on Firm Performance. Indian Journal of Marketing, 55(1). https://doi.org/10.17010/ijom/2025/v55/i1/174687
Huang, H., & Song, J. (2026). Digital human capital and firms’ innovation quality: Evidence from China. Applied Economics Letters. https://doi.org/10.1080/13504851.2026.2653819
Nguyen, H. M., & Bui, N. H. (2024). The heterogeneity impacts of digital transformation, human capital, and trade openness on income and labour productivity in Vietnam. Ho Chi Minh City Open University Journal of Science: Economics and Business Administration, 14(4). https://doi.org/10.46223/HCMCOUJS.econ.en.14.4.3484.2024
Isnawati, I., & Hendayana, Y. (2026). Integrated Digital Human Capital Model: From VRIN (RBV) Resources to Transformation Capabilities (DCT) and Company Performance. Dinasti International Journal of Education Management and Social Science, 7(2), 2258–2266. https://doi.org/10.38035/dijemss.v7i2.5823
Jin, Y., Xu, H., & Su, X. (2023). Digital Transformation, Dynamic Capabilities and Enterprise Innovation Performance Based on Dynamic Capability Theory and Upper Echelon Theory. Frontiers in Artificial Intelligence. https://doi.org/10.3233/FAIA230739
Guo, X., Li, M., Wang, Y., & Mardani, A. (2023). Does digital transformation improve the firm’s performance? From the perspective of digitalization paradox and managerial myopia. Journal of Business Research, 163, 113868. https://doi.org/10.1016/j.jbusres.2023.113868
Bermiss, Y. S., & Bayonne, Z. (2024). Human Capital Mobility in Private Equity. In D. Cumming & B. Hammer (Eds.), The Palgrave Encyclopedia of Private Equity. Cham: Palgrave Macmillan. https://doi.org/10.1007/978-3-030-38738-9_222-1
Brynjolfsson, E., Li, D., & Raymond, L. R. (2023). Generative AI at Work. NBER Working Paper, No. 31161. https://doi.org/10.3386/w31161
Noy, S., & Zhang, W. (2023). Experimental evidence on the productivity effects of generative artificial intelligence. Science, 381(6654), 187–192. https://doi.org/10.1126/science.adh2586
Bloom, D. E., Prettner, K., Saadaoui, J., & Veruete, M. (2024). Artificial Intelligence and the Skill Premium. NBER Working Paper, No. 32430. https://doi.org/10.3386/w32430
Hair, J. F., & Alamer, A. (2022). Partial Least Squares Structural Equation Modeling (PLS-SEM) in second language and education research: Guidelines using an applied example. Research Methods in Applied Linguistics, 1(3), 100027. https://doi.org/10.1016/j.rmal.2022.100027
Sarstedt, M., Hair, J. F., & Ringle, C. M. (2023). “PLS-SEM: indeed a silver bullet” – retrospective observations and recent advances. Journal of Marketing Theory and Practice, 31(3), 261–275. https://doi.org/10.1080/10696679.2022.2056488
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