• Journal of Korea Society of Industrial Information Systems
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• v.24 no.4
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• pp.53-64
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• 2019

This research explored the main and interactive effects of service employee market orientation, service creativity, and national culture(Korea and Japan). To test the hypotheses, responses were collected from 196 Korean and 195 Japan hotel service employee samples. The results showed that service employee market orientation(customer orientation, competitor orientation, and interfunctional coordination) has a positive relationship with service creativity. Also, national culture moderates the relationship between service employee market orientation and service creativity, thereby implying the positive relationship between competitor orientation and service creativity is stronger in Korea than in Japan. In contrast, the positive relationship between interfunctional coordination and service creativity is stronger in Japan than in Korea. Theoretical implications of our findings and practical recommendations for how to address the impact of market orientation on service creativity are discussed.

• East Asian Journal of Business Economics (EAJBE)
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• v.7 no.1
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• pp.39-49
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• 2019

Purpose - The major aim of this article is to advance understanding of the relationship between market orientation and speed-to-market. Specifically, this study examines the different impacts of component of market orientation on commitment to R&D and speed-to-market and explores whether market uncertainty plays a role of moderating in speed-to-market for market-oriented firms. Research design, data, and methodology - This study collected a survey data from Korean exporting firms. The Final sample size was 196. The measure of market orientation was conceptualized with second order constructs. All items were measured on five-point scale. To confirm hypotheses, this study conducted a hierarchical regression. Results - As sub-constructs of market orientation, customer orientation, competitor orientation and interfunctional coordination foster speed-to-market, and the relationship between only customer orientation and speed-to-market might be weakened when the extent of market uncertainty is high. Conclusions - This study confirmed the relationship between market orientation and speed-to-market, with three components of market orientation respectively, and whether market uncertainty plays a role of moderating which weaken the link between market orientation and speed-to-market. It could be useful to take a component approach to the market orientation construct, because the roles of different market orientation components might vary, contingent on uncertainty in the environment.

• Journal of the Korean Operations Research and Management Science Society
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• v.26 no.4
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• pp.23-37
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• 2001

This paper is concerned with the critical issue of allocating limited corporate resources among multiple products and between production and marketing functions of a functionally decentralized firm where the two geographically remote functions independently make decisions pertaining to their own decision-making domain. We attempt to demonstrate how IT can contribute to enhancing the quality of coordinating production and marketing functions from the perspective of resource allocation. To this end, we propose a prototype named ITBCS (IT-Based Coordination System) that works under LAN supported computing environments. We develop a comprehensive coordination scheme that can handle various cost functions for the resource constrained, multiple product case that huts been tittle discussed in literature. A preliminary version of ITBCS has been implemented for a hypothetical situation where LAN electronically wires distributed marketing and production computing nodes. Managerial implications are also discussed.

• Journal of Global Scholars of Marketing Science
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• v.11
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• pp.103-128
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• 2003

As the service market is increasingly competitive, internal marketing, marketing orientation, and customer satisfaction are becoming a crucial issue to the survival and growth of the service firms. This Study examined the structure modeling of internal marketing, market orientation, and customer satisfaction to verify the relationship among construct variables. Conslusively, the higher degree of internal marketing and market orientation, the higher degree of customer satisfaction. Specifically, The positive impact of internal marketing, customer orientation and competitor orientation on customer satisfaction is verified respectively. But, the impact of interfunctional coordination on customer satisfaction is rejected. The company is required to intensify interfunctional coordination in company operation process to boost sustainable competative advantage.

• Journal of Korea Society of Industrial Information Systems
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• v.18 no.6
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• pp.127-140
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• 2013

This paper investigates the role of corporate entrepreneurship for enhancing a firm's market orientation and competence. It distinguishes exploitive competence enhancement from explorative competence enhancement. The results reveal that corporate entrepreneurship influences both exploitive competence enhancement and explorative competence enhancement. Interestingly, among the components of market orientation, competitor orientation plays key roles, facilitating interfunctional coordination, and thus increasing exploitive competence enhancement and explorative competence enhancement. However, customer orientation affects only explorative competence enhancement.

• Korea Trade Review
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• v.44 no.3
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• pp.171-189
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• 2019

As many studies have contributed to various aspects of the market by utilizing market orientation, however, this study has tried to overcome limitations of existing studies and suggest more concrete and extended implications. In this study, the relationship between market orientation, responsiveness to market change, and organizational performance of SMEs was examined and compared with characteristics of SMEs (manufacturing and service firms). As a result of the verification, interfunctional coordination has a strong influence on the ability of the organization to respond to market changes as well as customer orientation and competitor orientation. And responsiveness to market change, organizational flexibility has a strong impact on both personal performance and overall team performance. As a result of the comparative study, it can be concluded that manufacturing firms emphasize competitor orientation and organizational agility while service firms emphasize customer orientation and organizational flexibility.

• International Journal of Computer Science & Network Security
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• v.21 no.11
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• pp.31-42
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• 2021

Several studies have been conducted on market orientation over the last three decades. However, the majority of previous research focused exclusively on an internal vision that conceives the market orientation from an organizational perspective, considering the market orientation as a strictly perceived culture or behavior by company's staff (managers and employees) .This study aims to emphasize the importance of analyzing the market orientation from a dual perspective by investigating simultaneously the perceptions of customers and those of managers. It examines the perceptual gap or perceptual congruence of market orientation between customers and managers. A survey is conducted with Tunisian bank managers and B to B customers to measure their market orientation perception. The results should reveal level of manager's market orientation in Tunisian banks compared to customers' perceptions. The perception gaps of market orientation between managers and customers named congruence is highlighted and categorized. This study provides some contributions to fill the gap emerging from the one-sidedness of market orientation evaluation and gives a dyadic vision of market orientation that helps managers in their continuous learning about markets and sensing customers' needs and expectations. Market orientation level between the two groups is evaluated to give some managerial recommendations.