•We developed a conceptual model using the TOE framework to assess the antecedents of CRM adoption stages.•Data quality and integration, top management support and competitive pressure drive CRM evaluation and adoption.•Technology competence and CRM evaluation also drives CRM adoption whereas competitive pressure inhibits it.•Competitive pressure and CRM adoption positively influence CRM routinization.•Noticeable, each included construct influences every CRM adoption stage differently. Despite the considerable benefits of CRM, there is a paucity of research considering CRM adoption stages (evaluation, adoption, and routinization). Thus, we developed a conceptual model using the technology-organisation-environment (TOE) framework to examine the antecedents that affect CRM adoption stages in firms. We used partial least squares structural equation modelling (PLS-SEM) with data from 277 firms to test the conceptual model. Data quality and integration, top management support and competitive pressure positively influence CRM evaluation. Technology competence, data quality and integration, top management support and CRM evaluation positively influence CRM adoption. However competitive pressure negatively affects CRM adoption. Finally, competitive pressure and CRM adoption positively influence CRM routinization. Interestingly, each included construct influences every CRM adoption stage differently.