Does having a market orientation lead to higher levels of relationship commitment and business performance? Evidence from the Korean robotics industry

Taylor, Charles R.; Kim, Kyung Hoon; Ko, Eunju; Park, Myung Hwan; Kim, Dong Ryul; Moon, Hak Il

doi:10.1016/j.indmarman.2008.03.006

Cited by 26 publications

(28 citation statements)

References 46 publications

(51 reference statements)

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Mediating variables in prior MO research include: innovation, learning orientation, TQM implementation, and relationship commitment (Taylor et al 2008;Demirbag et al 2006;Menguc and Auh 2006;Wang and Wei 2005). As MO is a value creation technique for customers (Ulaga 2003) and CSR is of current value to customers, MO firms will implement CSR attracting new customers and retaining present customers.…”

Section: Mediation Of Csr To Co CI Mo To Firm Performancementioning

confidence: 99%

Market Orientation and CSR: Performance Implications

2015

View full text Add to dashboard Cite

Corporate social responsibility (CSR) has become of great interest to both researchers and practitioners alike with much discussion on whether the costs outweigh the performance implications. CSR has become a firm strategic tool (not only an ethical concept) as firms recognize that the customer value proposition and CSR is integrated with the focus on how to differentiate the firm from the view of the customer. We utilized market orientation (MO) theory as our foundation for our research as it explains how organizations adapt to their customer environment to develop competitive advantages. With the current customer focus on CSR, MO assists the field in identifying a possible firm differentiation. Our research found that firms that ranked high on CSR correlated positively to performance. We also found our theoretically developed constructs of firm customer orientation (CO) and firm market orientation correlated with the firm adopting CSR. The results also indicated that CSR positively mediates CO and MO to firm performance. As past research had mixed results over the direct relation of MO to performance, our research suggests that CSR may be the missing variable to explain the MO/Performance relationship.

show abstract

Section: Mediation Of Csr To Co CI Mo To Firm Performancementioning

confidence: 99%

Market Orientation and CSR: Performance Implications

2015

View full text Add to dashboard Cite

show abstract

“…Customer orientation, which involves offering solutions (products and services supporting the deliveries) that match the customers' needs, promotes commitment in the business relationship (Siguaw et al, 1998;Taylor et al, 2008). Dealing with customers' needs involves activities that bring suppliers and customers closer to each other (Grӧnroos, 1989;Håkansson, 1982;Steinman, Deshpandè, & Farley, 2000).…”

Section: Customer Orientation and Behavioral Commitmentmentioning

confidence: 99%

Enhancing export performance: Betting on customer orientation, behavioral commitment, and communication

Alteren

Tudoran

2016

International Business Review

View full text Add to dashboard Cite

show abstract

“…Mavondo and Farrell (2003) proposed that the relationship between market orientation and performance is mediated by marketing implementation. Taylor, Kim, Ko, Park, Kim and Moon (2008) noted that sales staff with market orientation would lead to higher relationship commitment and improve business performance. Based on the previous studies, we propose:…”

Section: Market Orientation and Service Innovation Performancementioning

confidence: 99%

Corporate social capital, market orientation, organizational learning and service innovation performance: An empirical survey in the Pearl river delta of China

Jian

Zhou

2015

JIEM

View full text Add to dashboard Cite

Abstract:Purpose: Service innovation performance (SIP) is an important driver of growth and wealth of service firms in wide range of industries. Yet, few researches have been done to explore its influencing factors. The purpose of this paper intends to identify the impacts of corporate social capital, market orientation and organizational learning on service innovation in the Pearl River Delta of China.Design/methodology/approach: The paper mainly adopted the empirical research. A Structure Equation Model containing an intermediary variable was established to explore the relationships of SIP. Findings:The main findings of the research support some of the propositions: (1) Both corporate social capital, market orientation and organizational learning have distinct positive impact on service innovation performance; (2) Corporate social capital, market orientation has a positive effect on organizational learning respectively, and (3) organizational learning plays a mediating role between the corporate social capital, market orientation and service innovation performance.-303-Journal of Industrial Engineering and Management -http://dx.doi.org/10.3926/jiem.1318Research limitations/implications: The research object of this paper has been restricted to the enterprises in Pearl River Delta of China. By contrast, variables and theories all come from western research, which was not adequate in explaining some results in the context of China.Given the limited theoretical and empirical research to service innovation, future research studies might widen their examinations scope to include other potential factors.Originality/value: The insights from this paper can help service managers to better understand the relationship among corporate social capital, market orientation, organizational learning and service innovation performance in the context of China's economic transformation, as well as providing some useful guidance for the service sector's innovation activities.

show abstract

Does having a market orientation lead to higher levels of relationship commitment and business performance? Evidence from the Korean robotics industry

Cited by 26 publications

References 46 publications

Market Orientation and CSR: Performance Implications

Market Orientation and CSR: Performance Implications

Enhancing export performance: Betting on customer orientation, behavioral commitment, and communication

Corporate social capital, market orientation, organizational learning and service innovation performance: An empirical survey in the Pearl river delta of China

Contact Info

Product

Resources

About