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www.elsevier.com/locate/procedia
Procedia Computer Science 234 (2024) 837–844

Seventh Information
Seventh Information Systems
Systems International
International Conference
Conference (ISICO
(ISICO 2023)
2023)

Strategic and
Strategic and Operational
Operational Profit
Profit Increase
Increase Structural
Structural Model
Model for
for
Social CRM
Social CRM in
in Hospitals
Hospitals

Andre Parvian
Andre Parvian Aristio
Aristioa*
a*
,, Navendra
Navendra A.Y.
A.Y.aa,, Mudjahidin
Mudjahidin Mudjahidin
Mudjahidinaa,,
Stefanus Eko
Stefanus Eko Wiratno
Wiratnobb,, Lukman
Lukman Junaedi
Junaedicc,, S.Supardi
S.Supardidd,, Ahmad
Ahmad Baihaqy
Baihaqyee
a Information System Department, Institut Teknologi Sepuluh Nopember, Surabaya 60111, Indonesia
a
b Information System Department, Institut Teknologi Sepuluh Nopember, Surabaya 60111, Indonesia
b Industrial and System Engineering, Institut Teknologi Sepuluh Nopember, Surabaya 60111, Indonesia
IndustrialcInformation
and System System
Engineering, InstitutNarotama
Department, TeknologiUniversity,
Sepuluh Nopember,
SurabayaSurabaya 60111, Indonesia
60111, Indonesia
d Information System Department, Narotama University, Surabaya 60111, Indonesia
c
d Mechanical Engineering, Universitas 17 Agustus 1945, Surabaya 60118, Indonesia
Mechanical Engineering, Universitas 17 Agustus 1945, Surabaya 60118, Indonesia
e Management, Sekolah Tinggi Ilmu Ekonomi, Surabaya 60118, Indonesia
e
Management, Sekolah Tinggi Ilmu Ekonomi, Surabaya 60118, Indonesia

Abstract
Abstract

The rapid
The rapid development
development of of technology
technology andand social
social media
media requires
requires companies
companies to to innovate
innovate in
in CRM
CRM management.
management. The The
result of innovation from CRM with social media integration is also called Social CRM. The implementation
result of innovation from CRM with social media integration is also called Social CRM. The implementation of Social of Social
CRM is
CRM is carried
carried out
out to
to increase
increase Strategic
Strategic and
and Operational
Operational benefits
benefits obtained
obtained from
from using
using CRM.
CRM. However,
However, only only aa few
few
studies explain
studies explain the
the relationship
relationship between
between Social
Social CRM
CRM and and hospitals.
hospitals. That
That is
is why
why model
model analysis
analysis research
research is is needed
needed toto
help hospitals
help hospitals determine
determine the
the Social
Social CRM
CRM factors
factors influencing
influencing the
the Strategic
Strategic and
and Operational
Operational advantages
advantages of of using
using Social
Social
CRM. At
CRM. At the
the same
same time,
time, this
this study
study can
can be
be used
used to
to generate
generate aa recommendation
recommendation to to improve
improve the
the operational
operational andand strategic
strategic
benefits received from implementing Social CRM. This study describes a conceptual model to assess
benefits received from implementing Social CRM. This study describes a conceptual model to assess the relationship the relationship
between social
between social CRM
CRM implementation
implementation factors
factors and
and Strategic
Strategic and
and Operational
Operational Benefits.
Benefits. That
That way,
way, the
the hospital
hospital can
can find
find
out the relationship between the variables. The results showed there are eight variables, seven
out the relationship between the variables. The results showed there are eight variables, seven hypotheses, and 32 hypotheses, and 32
indicators that hospitals can use as a reference for increasing Strategic and Operational Benefits
indicators that hospitals can use as a reference for increasing Strategic and Operational Benefits from using social from using social
CRM. Other
CRM. Other studies
studies can
can use
use these
these model
model elaboration
elaboration steps
steps to
to implement
implement aa conceptual
conceptual model
model into
into aa Structural
Structural model.
model.

© 2023
©
© 2023 The
2023 The Authors.
The Authors. Published
Authors. Published by
Published by Elsevier
by ELSEVIER
ELSEVIER B.V.
B.V.B.V.
This is
This
This is an
is an open
an open access
open access article
access article under
article under the
under the CC
the CC BY-NC-ND
CC BY-NC-ND license (https://creativecommons.org/licenses/by-nc-nd/4.0)
BY-NC-ND license
license (https://creativecommons.org/licenses/by-nc-nd/4.0)
(https://creativecommons.org/licenses/by-nc-nd/4.0)
Peer-review under responsibility of the scientific committee of the Seventh
Peer-review under responsibility of the scientific committee of the Seventh Information
Information Systems
Systems International Conference.
International Conference
Conference.
Hospitals; CRM;
Keywords: Hospitals;
Keywords: CRM; Social
Social CRM;
CRM; Strategic
Strategic and
and Operational
Operational

** Corresponding
Corresponding author.
author. Tel.:
Tel.: +62-31-5999944;
+62-31-5999944; fax:
fax: ++62-031-5964965.
++62-031-5964965.
E-mail address:
E-mail parvian@is.its.ac.id
address: parvian@is.its.ac.id

1877-0509 ©
1877-0509 © 2023
2023 The
The Authors.
Authors. Published
Published by
by ELSEVIER
ELSEVIER B.V.
B.V.
This is
This is an
an open
open access article
access article under
under the
the CC
CC BY-NC-ND
BY-NC-ND license (https://creativecommons.org/licenses/by-nc-nd/4.0)
license (https://creativecommons.org/licenses/by-nc-nd/4.0)
Peer-review under
Peer-review under responsibility
responsibility of
of the
the scientific
scientific committee
committee of
of the
the Seventh
Seventh Information
Information Systems
Systems International
International Conference.
Conference.

1877-0509 © 2023 The Authors. Published by Elsevier B.V.

This is an open access article under the CC BY-NC-ND license (https://creativecommons.org/licenses/by-nc-nd/4.0)
Peer-review under responsibility of the scientific committee of the Seventh Information Systems International Conference
10.1016/j.procs.2024.03.070
838 Andre Parvian Aristio et al. / Procedia Computer Science 234 (2024) 837–844
2 / Procedia Computer Science 00 (2023) 000–000

1. Introduction

Customer Relationship Management (CRM) for hospitals is an approach to learn everything they can about
customers and their prospects to communicate relevant and timely information to patients. CRM allows businesses to
structure and continuously generate knowledge about customers. At the same time, CRM in hospital services provides
Communication, strategic planning, database creation, consulting services, predictive segmentation, campaign
management, and communication strategy services. [1, 2, 3] With the development of technology and the advancement
of social media, CRM evolved into a Social CRM that provides operational and strategic benefits to hospitals by
providing a platform to distribute information over the internet. [4, 5] Some studies have found that the more patients
engage in their health, the better the quality, cost, and performance results. Hospital providers [6, 7] now see patients
more clearly as end consumers of medical services. Thus, as in any other business, the concept of patient satisfaction
and loyalty has become a significant concern of hospitals [8].
Although Social CRM has a robust theory of concepts, some empirical research on the relationship between Social
CRM and hospitals shows that there are difficulties that will be faced, such as lack of awareness about privacy, non-
standard use of social media platforms, lack of detailed policies and privacy actions on information shared on these
platforms [9]. This condition can lead to inconsistent use of social media among hospital organizations regarding
responsiveness, reliability, and privacy at the social media level and CRM deficiencies at the functional level.
Therefore, Jalal [4] argues that it takes him to examine how hospitals utilize social media as their CRM tool is essential.
Previously, many studies focused on analyzing CRM in health and its benefits. Shin-Yuan Hung's [3] study
determined critical factors related to implementing CRM systems in hospitals. Bashar [7] comprehensively synthesizes
and summarizes empirical evidence from different CRM research data. Jalal [4] examines the crucial determinants of
successful social CRM implementation and validates the results of adopting this social CRM in the healthcare industry.
Sharma [10] built a conceptual model to address the relationship between customer relationship management, social
media technology, customer engagement, word of mouth, and brand loyalty. Çakıcı [11] explained that there would
be new challenges. After all, social CRM brings a new dimension to traditional CRM because Social CRM requires
companies to handle conversations and relationships between consumers instead of just analyzing data and information
about consumers.
This study carried out detailed steps to describe the conceptual model created by Jalal, et al [4]. Being a structural
model so that it can be used to analyze factors that can increase the benefits of adopting Social CRM in the form of
Perceived Benefits. The elaboration of the model is carried out to determine the relationship between variables that
affect Strategic and Operational Benefits. Strategic Benefits refer to the potential to enhance the ROI (return of
investment) of organizations [4]. While Operational Benefits refer to the potential of reducing the time gap between
interactions, enhances flexibility in terms of deliveries of services [4]. After implementing Social CRM, getting
indicators on each latent variables, equations on the relationship between variables, and designing questionnaires to
gain data from respondents through surveys. Furthermore, recommendations for improvement will be given at the end
of this study in the form of factors (variables) that influence the increase in Perceived Benefits obtained from the
adoption of Social CRM.

2. Methodology

This study describes the conceptual model from the selected article to the SEM structural model. The model was
chosen based on the discussion results by considering variables that align with the topic under study so that an analysis
of Social CRM factors can be carried out that can affect [4]Strategic and Operational Benefits after implementing
Social CRM. The elaboration of the SEM model will be carried out in several stages. The first stage is the elaboration
of the variables of the model used, both exogenous variables and endogenous variables [12, 13]. Exogenous and
endogenous variables in sequence are independent variables in other variables and dependent variables influenced by
another variable [14, 15]. The second stage elaborates on the indicators that influence each latent variable, where
each indicator contains question items that will be used in the data retrieval process. Collecting data with survey
techniques will be carried out on hospital employees in Surabaya [12, 16]. The survey generated by developing
questionnaire from [4] into questionnaire fit for this study and then translated into Bahasa to ease the respondents
understanding regarding the question. The elaboration of the equations for both parts of the model is also carried out.
Finally, the development of the proposed hypothesis is developed based on the relationship of the exogenous latent
variable with its endogenous latent variable.
 Andre Parvian Aristio et al. / Procedia Computer Science 234 (2024) 837–844 839
/ Procedia Computer Science 00 (2023) 000–000 3

1. Model Description

1.1. Variable

Based on [15], SEM models have two types of variables: latent and manifest. As latent variables cannot be assessed
directly, they require manifest variables to measure them [15]. Latent variables are of two types of exogenous variables
and endogenous variables. In this research model (see Fig. 1), there are four exogenous variables, namely "Perceived
Privacy" (𝜉𝜉1 ), "Interactivity (Interact)" (𝜉𝜉2 ), "Leadership Knowledge (LK)" (𝜉𝜉3 ), "Social Media Policy (SMP)"
(𝜉𝜉4 ) and "Bandwagon Pressure (BP)" (𝜉𝜉5 ). There are also three endogenous variables, namely "Social CRM Adoption
(Adopt)" (𝜂𝜂1 ), "Strategic Benefits (SB)" (𝜂𝜂2 ), and "Operational Benefits (OB)" (𝜂𝜂3 ).
On exogenous variables, "Perceived Privacy" explains how companies should protect essential data, customer
records, and customer reviews. Because the Social CRM platform will extend to external parties [4]. "Interactivity"
According to the findings, interactivity is a major element in technology. This is in accordance with the findings of
previous studies [17, 18]. Zhao [19] suggests that when integrating social media into a CRM system, the interactive
nature of the technology is a crucial consideration. For "Leadership Knowledge", several studies have confirmed that
the ability of health organizations to adapt and use contemporary technology relies heavily on aspects of leadership
knowledge [4]. Jalal [4] strongly recommends that a "Social Media Policy" be created and implemented as hospitals
adopt a social CRM. This will guarantee that staff adheres to established policies when responding to client and
customer comments, especially when handling critical comments that may affect the organization's reputation and
service. In the literature on social media, the concept of " [20, 21] Bandwagon Pressure" is often used to describe how
competitors can urge organizations to adopt new technologies. Sinclaire [22] and Yoon [23] assert the fact that the
adoption of technology by an organization comes from the activities of other organizations. "Social CRM Adoption"
The potential benefits of adopting Social CRM in this research are referred to as Perceived Benefits [24]. Perceived
Benefits will be described as "Strategic benefits" and "Operational Benefits". "Strategic Benefit", One of the Strategic
Benefits of adopting Social CRM is the potential to increase the ROI (return on investment) of the organization because
the information collected from customer discussions can be utilized for the offering of goods and services to a specific
customer faction [25]. "Operational Benefits" are determined by the performance of the organization, that is the role
of Social CRM itself. Where the integration of Social CRM into hospitals, reduces the time gap between interactions,
increases flexibility in terms of delivery, improves supplier and patient management, and encourages information
sharing [26].

1.2. Equation

An SEM model has two parts: the measurement model and the structural model. At this stage, equations are made
for structural and measurement models based on exogenous latent variables, endogenous latent variables, and loading
factors. Table 1 shows the equations for each of the exogenous and endogenous variables [14].

1.3. Hypothesis

In the model used in this study, there are 7 hypotheses proposed. Hypotheses are formed based on the relationship
between variables in the model. Table 2 shows the hypothesis.
840 Andre Parvian Aristio et al. / Procedia Computer Science 234 (2024) 837–844
4 / Procedia Computer Science 00 (2023) 000–000

Table 1. Loading factor for each exogenous and endogenous variable

Variables Equation Variables Equation

"Perceived Privacy" 𝑃𝑃𝑃𝑃1 = 𝜆𝜆𝑥𝑥1 𝜉𝜉1 + 𝛿𝛿1 (1) "Social CRM 𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴1 = 𝜆𝜆𝑥𝑥21 𝜂𝜂1 + 𝜀𝜀1  (21)
(𝜉𝜉1 ) consists of 4 Adoption" (𝜂𝜂1 )
𝑃𝑃𝑃𝑃2 = 𝜆𝜆𝑥𝑥2 𝜉𝜉1 + 𝛿𝛿2  (2) 𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴2 = 𝜆𝜆𝑥𝑥22 𝜂𝜂1 + 𝜀𝜀2  (22)
loading factors. consists of 4 loading
𝑃𝑃𝑃𝑃3 = 𝜆𝜆𝑥𝑥3 𝜉𝜉1 + 𝛿𝛿3  (3) factors. 𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴3 = 𝜆𝜆𝑥𝑥23 𝜂𝜂1 + 𝜀𝜀3  (23)
𝑃𝑃𝑃𝑃4 = 𝜆𝜆𝑥𝑥4 𝜉𝜉1 + 𝛿𝛿4  (4) 𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴4 = 𝜆𝜆𝑥𝑥24 𝜂𝜂1 + 𝜀𝜀4  (24)
"Interactivity" (𝜉𝜉2 ) 𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼1 = 𝜆𝜆𝑥𝑥5 𝜉𝜉2 + 𝛿𝛿5  (5) "Strategic Benefits" 𝑆𝑆𝑆𝑆1 = 𝜆𝜆𝑥𝑥25 𝜂𝜂2 + 𝜀𝜀5  (25)
consists of 5 (6) (𝜂𝜂2 )consists of 4 (26)
𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼2 = 𝜆𝜆𝑥𝑥6 𝜉𝜉2 + 𝛿𝛿6  𝑆𝑆𝑆𝑆2 = 𝜆𝜆𝑥𝑥26 𝜂𝜂2 + 𝜀𝜀6 
loading factors. loading factors.
𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼3 = 𝜆𝜆𝑥𝑥7 𝜉𝜉2 + 𝛿𝛿7  (7) 𝑆𝑆𝑆𝑆3 = 𝜆𝜆𝑥𝑥27 𝜂𝜂2 + 𝜀𝜀7  (27)
𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼4 = 𝜆𝜆𝑥𝑥8 𝜉𝜉2 + 𝛿𝛿8  (8) 𝑆𝑆𝑆𝑆4 = 𝜆𝜆𝑥𝑥28 𝜂𝜂2 + 𝜀𝜀8  (28)
𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼𝐼5 = 𝜆𝜆𝑥𝑥9 𝜉𝜉2 + 𝛿𝛿9  (9)
"Leadership 𝐿𝐿𝐿𝐿1 = 𝜆𝜆𝑥𝑥10 𝜉𝜉3 + 𝛿𝛿10  (10) "Operational 𝑂𝑂𝑂𝑂1 = 𝜆𝜆𝑥𝑥26 𝜂𝜂3 + 𝜀𝜀9  (29)
Knowledge" (𝜉𝜉3 ) Benefits"
𝐿𝐿𝐿𝐿2 = 𝜆𝜆𝑥𝑥11 𝜉𝜉3 + 𝛿𝛿11 (11) (𝜂𝜂3 )consists of 4 𝑂𝑂𝑂𝑂2 = 𝜆𝜆𝑥𝑥27 𝜂𝜂3 + 𝜀𝜀10  (30)
consists of 4
loading factors. 𝐿𝐿𝐿𝐿3 = 𝜆𝜆𝑥𝑥12 𝜉𝜉3 + 𝛿𝛿12 (12) loading factors. 𝑂𝑂𝑂𝑂3 = 𝜆𝜆𝑥𝑥28 𝜂𝜂3 + 𝜀𝜀11  (31)
𝐿𝐿𝐿𝐿4 = 𝜆𝜆𝑥𝑥13 𝜉𝜉3 + 𝛿𝛿13 (13) 𝑂𝑂𝑂𝑂4 = 𝜆𝜆𝑥𝑥29 𝜂𝜂3 + 𝜀𝜀12  (32)
"Social Media 𝑆𝑆𝑆𝑆𝑆𝑆1 = 𝜆𝜆𝑥𝑥14 𝜉𝜉4 + 𝛿𝛿14 (14) Equation in the 𝜂𝜂1 (33)
Policy" (𝜉𝜉4 ) structural model
= (𝛾𝛾1 + 𝛾𝛾2 + ⋯ + 𝛾𝛾5 )
consists of 4 × 𝜉𝜉1 + 𝜁𝜁1 
loading factors.
𝑆𝑆𝑆𝑆𝑆𝑆2 = 𝜆𝜆𝑥𝑥15 𝜉𝜉4 + 𝛿𝛿15  (15) 𝜂𝜂2 = 𝛽𝛽1𝜂𝜂1 + 𝜁𝜁2 (34)
𝑆𝑆𝑆𝑆𝑆𝑆3 = 𝜆𝜆𝑥𝑥16 𝜉𝜉4 + 𝛿𝛿16  (16) 𝜂𝜂3 = 𝛽𝛽2 × 𝜉𝜉3 + 𝜁𝜁3 (35)
𝑆𝑆𝑆𝑆𝑆𝑆4 = 𝜆𝜆𝑥𝑥17 𝜉𝜉4 + 𝛿𝛿17 (17)
"Bandwagon 𝐵𝐵𝐵𝐵1 = 𝜆𝜆𝑥𝑥18 𝜉𝜉4 + 𝛿𝛿18 (18)
Pressure" (𝜉𝜉5 ) (19)
𝐵𝐵𝐵𝐵2 = 𝜆𝜆𝑥𝑥19 𝜉𝜉4 + 𝛿𝛿19 
consists of 3
loading factors. 𝐵𝐵𝐵𝐵3 = 𝜆𝜆𝑥𝑥20 𝜉𝜉4 + 𝛿𝛿20  (20)

Table 2. Proposed hypothesis.

Code Description

H1 There is a significant positive relationship between Perceived Privacy and Social

CRM Adoption (𝛾𝛾1 ).
H2 There is a significant constructive relationship between interactivity, and the
adoption of Social CRM (𝛾𝛾2 ).
H3 There is a significant positive relationship between Leadership Knowledge and
Social CRM Adoption (𝛾𝛾3 ).
H4 There is a significant positive relationship between social media Policy and Social
CRM Adoption (𝛾𝛾4 ).
H5 There is a significant positive relationship between bandwagon pressure and Social
CRM adoption (𝛾𝛾5 ).
H6 There is a significant positive Social CRM adoption influence on the strategic
benefits of healthcare organizations (𝛽𝛽1 ).
H7 There is a significant positive relationship between Social CRM Adoption and
operational benefits of Social CRM Functions (𝛽𝛽2 ).
 Andre Parvian Aristio et al. / Procedia Computer Science 234 (2024) 837–844 841
/ Procedia Computer Science 00 (2023) 000–000 5

1.4. Questionnaire

Each question in the questionnaire refers to each of the latent variables and acts as the loading factor of the variable.
This study has 32 question indicators that use a Likert scale as a measuring tool. There will be scattered answer choices
from a scale of 1 to 5 where 1 indicates strongly disagrees, 3 indicates neutral, while 5 indicates strongly agrees. [4]
Table 3 shows a list of general descriptions of the questionnaire.
Table 3. Lattice Grid Questions

Variables Items Description

"Perceived PP1-PP4(see Eq.1-4) Questions about Online privacy along with the implementation of Social CRM and
Privacy" (𝜉𝜉1 ) also the security of customer data in the company. [27]

"Interactivity" (𝜉𝜉2 ) Interac1-Interac5(see Eq.5- Questions about interactivity obtained when implementing Social CRM. [28]
9)
"Leadership LK1-LK4(see Eq.10-13) Questions about leadership knowledge in the use of Social CRM. [29]
Knowledge"(𝜉𝜉3 )

"Social Media SMP1-SMP4(see Eq.14- Questions about social media policies that will be enforced in conjunction with the
Policy"(𝜉𝜉4 ) 17) enactment of Social CRM. [23]

"Bandwagon BP1-BP3(see Eq.18-20) Questions about similar companies adopting Social CRM. [23]
Pressure"(𝜉𝜉5 )

"Social CRM Adopt1-Adopt4(see Eq.21- Questions regarding the adoption of Social CRM in hospitals. [4]
Adoption" (𝜂𝜂1 ) 24)

"Strategic Benefits" SB1-SB4(see Eq.25-28) Questions about the strategic benefits of Social CRM. [17]
(𝜂𝜂2 )
"Operational OB1-OB4(see Eq.29-32) Questions about the operational benefits of Social CRM. [17]
Benefits" (𝜂𝜂3 )

3. Results and Discussion

Social CRM in hospitals emphasizes that companies maintain customer data security while providing a platform
for customers to exchange information, such as social media, which can help increase the Perceived Benefits gained
from adopting Social CRM. However, only a handful of research explains the relationship between Social CRM and
hospitals. Therefore, this study describes a conceptual model (Fig. 1) that hospitals can use as a reference for factors
that affect Social CRM on the Perceived Benefit from the application of Social CRM. In this conceptual model, several
factors can influence the adoption of Social CRM, such as "Perceived Privacy", "Interactivity", "Leadership
Knowledge", "Social Media Policy", and "Bandwagon Pressure". The conceptual model also explains the relationship
between Social CRM Adoption and Strategic and Operational Benefits.
To find out the precision of the model. Several tests can be done. There are two types of testing, namely, the inner
model test and the outer model test. [30]Outer model testing can be done using the Loading Factor or Cronbach's
alpha, Composite Reliability, Average Variance Extracted (AVE), Discriminant validity using Fornell Lakert
equations, and cross-loading analysis. While [16]the inner model can be tested using R-square, predictive relevance,
effect size, and path coefficient estimation. [16]As a rule of thumb and for adequate convergent, an AVE of at least
0.50 is highly recommended. [31, 32]Meanwhile, composite reliability/Cronbach alpha values between 0.60 to 0.70
are acceptable, while in the more advanced stage, the value has to be higher than 0.70 [31]. After these conditions
fulfilled, T-statistics value has to be higher than 1.96 [16] and P values ≤ 0.05 for hypothesis to be supported. The
842 Andre Parvian Aristio et al. / Procedia Computer Science 234 (2024) 837–844
6 / Procedia Computer Science 00 (2023) 000–000

following Table 4 shows that the hypothesis(H), H3, H5, H6, and H7 supported meanwhile the unsupported
hypothesis(H) are H1, H2, and H4. As for the description of the hypothesis, Table 2 explains each of hypothesis in
one table.

Fig. 1 SEM Model.

Table 4. Lattice Grid Questions

Path
Hypothesis Path Coefficient T statistics P values Decision

H1 (PP) -> (Adopt) 0.107 0.412 0.68 Not Supported

H2 (Interact) -> (Adopt) 0.37 1.285 0.199 Not Supported

H3 (LK) -> (Adopt) 0.459 2.419 0.016 Supported

H4 (SMP) -> (Adopt) -0.24 1.1 0.271 Not Supported

H5 (BP) -> (Adopt) 0.298 2.198 0.028 Supported

H6 (Adopt) -> (SB) 0.713 6.239 0 Supported

H7 (Adopt) -> (OB) 0.626 3.368 0.001 Supported

 Andre Parvian Aristio et al. / Procedia Computer Science 234 (2024) 837–844 843
/ Procedia Computer Science 00 (2023) 000–000 7

4. Conclusion

This research has succeeded in breaking down the conceptual model into a structural model that can be used to
analyze variables that affect Social CRM and its relationship with Perceived Benefits. This conceptual model has eight
variables: five exogenous variables and three endogenous variables, 32 loading factors, and seven hypotheses. From
these hypotheses, four out of seven hypotheses are supported. From this finding, leadership knowledge and bandwagon
pressure influence the adoption of Social CRM in hospital. Based on the findings, a suggestion for subsequent research
and studies, this conceptual model can be used and implemented by determining the exact respondents and the amount
of data that represents the need for testing because the limitation on the number of samples that can be turn into
respondent. For further research, it is suggested to increase the number of respondent and the number of hospitals
participating in the research. Expert verification also needs to be done before implementing this conceptual model.

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