Yenilikçi, Destekleyici ve Bürokratik Örgüt Kültürünün Pazar Odaklılık Üzerine Etkisi: Otel İşletmeleri Üzerine Bir Çalışma

Yıl 2019, , 45 - 51, 27.08.2019

Ozan Çatır

https://doi.org/10.18506/anemon.461867

Öz

Bu
çalışmanın amacı, yenilikçi, destekleyici ve bürokratik kültürün otel
işletmeleri bağlamında pazar odaklılık üzerindeki etkilerini incelemektir. Bu
araştırma için yöntem, tanımlayıcı olarak tasarlanmıştır. Uygulama için 312 anket
formu dağıtılmış ve elde edilen 242 anket formundan 226 tanesi değerlendirmeye
uygun görülmüştür. Anketlerden elde edilen veriler düzenlenerek istatistik
paket programında uygun analizler (ortalama, standart sapma, faktör analizi,
regresyon) yapılarak yorumlanmıştır.  Çalışmanın
sonuçlarına göre, yenilikçi ve destekleyici örgüt kültürü boyutlarının pazar
odaklılık üzerinde pozitif yönlü bir etkisinin olduğu tespit edilmiştir.
Ayrıca, otel işletmeleri için mevcut olan örgütsel planlama ve pazarlama
seçeneklerinin geliştirilmesi ve örgüt kültürünü şekillendirmeye çalışan
yöneticilere pazar odaklılığın uygulanması ile ilişkili davranışlara rehberlik
edilmesi gerekliliği vurgulanmıştır.

Anahtar Kelimeler

Yenilikçi kültür, Destekleyici Kültür, Bürokratik Kültür, Pazar Odaklılığı

The Effect of Innovative, Supportive and Bureaucratic Organization Culture On Market Orientation: An Example of Hotel Organizations

Öz

The
aim of this study is to examine the effects of innovative, supportive and
bureaucratic culture on market orientation in the context of hotel businesses.
The method for this research was designed as descriptive. 312 questionnaires
were distributed and 226 of 242 questionnaires were evaluated. The data
obtained from the questionnaires were edited and interpreted in the statistical
package program by performing appropriate analyzes (mean, standard deviation,
factor analysis, regression). According to the results of the study, innovative
and supportive organizational culture dimensions have a positive effect on
market orientation. In addition, it is emphasized that the existing
organizational planning and marketing options for hotel businesses should be developed
and the managers who try to shape the organizational culture should be guided
by the behaviors related to the application of market focus

Anahtar Kelimeler

Innovative Culture, Supportive Culture, Bureauctratic Culture, Market Orientation

Kaynakça

• Anderson, E. W., Fornell, C., & Rust, R. T. (1997). Customer satisfaction, productivity,and profitability: Differences between goods and services. Marketing Science,16(2), 129-145.
• Becherer, R. C., & Maurer, J. G. (1997). The moderating effect of environmental variables on the entrepreneurial and marketing orientation of entrepreneur-led firms. Entrepreneurship Theory and Practice, 22(1), 47-58.
• Berson, Y., Oreg, S., & Dvir, T. (2008). CEO values, organizational culture and firm outcomes. Journal of Organizational Behavior, 29(5), 615-633.
• Chen, C. F., & Myagmarsuren, O. (2013). Exploring the moderating effects of value offerings between market orientation and performance in tourism industry. International Journal of Tourism Research, 15, 595-610.
• Deshpande, R., & Farley, J. U. (2004). Organizationalculture, market orientation,innovativeness, and firm performance: An international research odyssey. International Journal of Research in Marketing, 21(1), 3-22.
• Deshpande, R., & Farley, J. U. (1998). Measuring market orientation: Generalization and synthesis. Journal of Market Focused Management, 2(3), 213-232.
• Didonet, S., Simmons, G., Díaz-Villavicencio, G., & Palmer, M. (2012). The relationship between small business market orientation and environmental uncertainty. Marketing Intelligence & Planning, 30(7), 757-779.
• Gao, Y. (2017). Business leaders' personal values, organisational culture and market orientation. Journal of Strategic Marketing, 25(1), 49-64.
• Gebhardt, G. F., Carpenter, G. S., & Sherry, John F., Jr. (2006). Creating a market orientation: A longitudinal, multifirm, grounded analysis of cultural transformation.Journal of Marketing, 70(4), 37-55.
• Herrero, A., Collado, J., &García de los Salmones, M. M. (2013). Market orientation and Manager's innovativeness in the adoption of managerial IT in small Firms:Application to there tail sector. The International Journal of Human Capital and Information Technology Professionals, 4(3), 58-75.
• Ireland, R. D., Hitt, M. A., & Sirmon, D. G. (2003). A model of strategic entrepreneurship: the construct and its dimensions. Journal of management, 29(6),963-989.
• Jaworski, B. J., &Kohli, A. K. (1993). Market orientation: Antecedents and consequences. Journal of Marketing, 57(3), 53-70.Kirca, A. H., Jayachandran, S., &Bearden, W. O. (2005). Market orientation: A meta analytic review and assessment of its antecedents and impact on performance. Journal of Marketing, 69(2), 24-41.
• Kohli, A. K., & Jaworski, B. J. (1990). Market orientation: The construct, research propositions,and managerial implications. The Journal of Marketing, 54(2), 1-18.
• Kotter, J. P., &Heskett, J. L. (1992). Corporate culture and performance. New York: FreePress.
• Leisen, B., Lilly, B., &Winsor, R. D. (2002). The effects of organizational culture and market orientation on the effectiveness of strategic marketing alliances. The Journal of Services Marketing, 16(2), 201-222.
• McClure, R. E. (2010). The influence of organizational culture and conflict on market orientation. The Journal of Business & Industrial Marketing, 25(7), 514-524.
• Narver, J. C., &Slater, S. F. (1990). The effect of a market orientation on business profitability. Journal of Marketing, 54(4), 20-36.O'Cass, A., &Viet Ngo, L. (2007). Market orientation versus innovative culture: Two routes to superior brand performance. European Journal of Marketing, 41(7/8),868-887.
• Parasuraman, A., Zeithaml, V. A., & Berry, L. L. (1985). A conceptual model of service quality and its implications for future research. The Journal of Marketing, 49(4),41-50.
• Pena, A. I. P., Jamilena, D. M. F., & Molina, M. A. R. (2012). Market orientation as a strategy for the rural tourism sector: Its effect on tourist behavior and the performance of enterprises. Journal of Travel Research, 52(2), 225-239.
• Pena, A. I. P., Jamilena, D. M. F., & Molina, M. A. R. (2013). Impact of customer orientation and ICT use on the perceived performance of rural tourism enterprises. Journal of Travel &Tourism Marketing, 30(3), 272-289.
• Schein, E. H. (1997). Organizational culture and leadership. San Francisco, CA: Jossey-Bass.
• Slater, S. F., & Narver, J. C. (1998). Customer-led and market-oriented: Let's not confuse the two. Strategic Management Journal, 19(10), 1001-1006.
• Smircich, L. (1983). Concepts of culture and organizational analysis. Administrative Science Quarterly, 28(3), 339-358.
• Stokes, D., & Blackburn, R. (1999). Entrepreneurship building for the future, working paper series. UK: Small Business Research Center, Kingston University.
• Stokes, D. (2000). Entrepreneurial marketing: A conceptualisation from qualitative research. Qualitative Market Research, 3(1), 47-54..Wallach, E. J. (1983). Individuals and organizations: The cultural match. Training and Development Journal, 37(2), 28-36.
• Wang, C. H., Chen, K. Y., &Chen, S. C. (2012). Total quality management, market orientation and hotel performance: The moderating effects of external environmental factors. International Journal of Hospitality Management, 31(1),119-129.
• Wu, J. J. (2004). Influence of market orientation and strategy on travel industry performance: An empirical study of e-commerce in taiwan. Tourism Management, 25(3), 357-365.
• Yaprak, A., Tasoluk, B., & Kocas, C. (2015). Market orientation, managerial perceptions,and corporate culture in an emerging market: Evidence from Turkey. International Business Review, 24(3), 443-456.
• Zhou, K. Z., Brown, J. R., & Dev, C. S. (2009). Market orientation, competitive advantage, and performance: A demand-based perspective. Journal of Business Research, 62(11), 1063-1070.