Araştırma Makalesi
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Pazar Yönelimin Pazar ve Stratejik Performans Üzerindeki Etkileri: Küçük ve Orta Ölçekli Lojistik Firmaları Üzerine Ampirik Bir Araştırma

Yıl 2021, Cilt: 12 Sayı: 3, 775 - 787, 25.09.2021

Öz

Bu çalışmanın amacı, pazar yönelimin pazar performansı ve stratejik performans üzerinde yarattığı etkileri araştırmaktır. Araştırma kapsamında, Türk lojistik sektöründe faaliyetlerine devam eden küçük ve orta ölçekli firmaların pazar yönelimi, pazar performansı ve stratejik performans değişkenleri arası ilişkileri ele alınmıştır. Bu amaç ve kapsam doğrultusunda, bir araştırma modeli oluşturularak modele bağlı hipotezler geliştirilmiştir. Geliştirilen hipotezleri test edebilmek için araştırma kapsamından rastgele örnekleme yöntemiyle firmalar seçilmiştir. Seçilen her bir firmadan bir yöneticiye ulaşılmıştır. Toplam 232 yöneticiye ulaşılarak araştırma için oluşturulan anket uygulanmıştır. Anket uygulaması sonucunda elde edilen veriler ile Yapısal Eşitlik Modellemesi yöntemi kullanılarak analizler yapılmıştır. Analiz sonuçları, pazar yönelimin pazar performansı üzerinde anlamlı bir etkide bulunduğunu ve bu durumun firmaların stratejik performanslarını güçlendirdiğini ortaya koymaktadır. Ayrıca, araştırma kapsamındaki firmaların pazar yönelimin boyutlarından özellikle müşteri yönelimine daha da yoğunlaştığı görülmüştür. Firmaların müşteri yönelimine daha da yoğunlaşması, müşteriye sağlanan hizmeti sürekli iyileştirmeye, stratejilerini müşterilerine gelişmiş değer sunma üzerine belirlemeye, öngörülen pazar payını elde etmeye ve yeni müşteri kazanımında bulunmasına katkı sağlamıştır. Ayrıca pazar yönelimin pazar performansı üzerindeki anlamlı etkisi stratejik performansa yansıtılarak, firmaların sektördeki rakiplerine göre daha fazla rekabet durumu ve pazar payı edinmelerinde ve liderlik gösteren bir konuma erişmelerinde önemli olduğu belirlenmiştir.

Kaynakça

  • Aaker, D. A. (1989). Managing assets and skills: The key to a sustainable competitive advantage. California Management Review, 31(2), 91-106.
  • Acosta, A. S., Crespo, Á. H., & Agudo, J. C. (2018). Effect of market orientation, network capability and entrepreneurial orientation on international performance of small and medium enterprises (SMEs). International Business Review, 27(6), 1128-1140.
  • Almajali, D.A., Masa’deh, R.E. & Tarhini, A. (2016). Antecedents of ERP systems implementation success: a study on Jordanian healthcare sector. Journal of Enterprise Information Management, 29(4), 549-565.
  • Balodi, K. C. (2014). Strategic orientation and organizational forms: an integrative framework. European Business Review, 26(2), 188–203.
  • Banker, R. D., Potter, G., & Srinivasan, D. (2005). Association of nonfinancial performance measures with the financial performance of a lodging chain. Cornell Hotel and Restaurant Administration Quarterly, 46(4), 394-412.
  • Becherer, R. C., Halstead, D., & Haynes, P. (2001). Marketing orientation in SMEs: effects of the internal environment. Journal of Research in Marketing and Entrepreneurship, 3(1), 1-17.
  • Boso, N., Cadogan, J. W., & Story, V. M. (2013). Entrepreneurial orientation and market orientation as drivers of product innovation success: A study of exporters from a developing economy. International Small Business Journal, 31(1), 57–81.
  • Cheng, C. C., & Krumwiede, D. (2010). The effects of market orientation and service innovation on service industry performance: An empirical study. Operations Management Research, 3(3-4), 161-171.
  • Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E., Black, W. C. and Anderson, R. E. (2019). Multivariate data analysis. United Kingdom: Cengage Learning.
  • Homburg, C., & Jensen, O. (2007). The thought worlds of marketing and sales: which differences make a difference?. Journal of Marketing, 71(3), 124-142.
  • Hooley, G. J., Greenley, G. E., Cadogan, J. W., & Fahy, J. (2005). The performance impact of marketing resources. Journal of Business Research, 58(1), 18-27.
  • Israel Glenn D. (1992). Determining sample size 1. Florida: IFAS, University of Florida.
  • Jaworski, B. J., & Kohli, A. K. (1993). Market orientation: antecedents and consequences. Journal of Marketing, 57(3), 53-70.
  • Jones, E., Busch, P., & Dacin, P. (2003). Firm market orientation and salesperson customer orientation: interpersonal and intrapersonal influences on customer service and retention in business-to-business buyer–seller relationships. Journal of Business Research, 56(4), 323-340.
  • King, W. R. (2001). Strategies for creating a learning organization. Information Systems Management, 18(1), 12-20.
  • Kohli, A. K., & Jaworski, B. J. (1990). Market orientation: the construct, research propositions, and managerial implications. Journal of Marketing, 54(2), 1-18.
  • Kohli, A. K., Jaworski, B. J., & Kumar, A. (1993). MARKOR: a measure of market orientation. Journal of Marketing Research, 30(4), 467-477.
  • Lai, K. H. (2003). Market orientation in quality-oriented organizations and its impact on their performance. International Journal of Production Economics, 84(1), 17-34.
  • Langerak, F., Hultink, E. J., & Robben, H. S. (2007). The mediating role of new product development in the link between market orientation and organizational performance. Journal of Strategic Marketing, 15(4), 281-305.
  • Madhavaram, S., & Hunt, S. D. (2008). The service-dominant logic and a hierarchy of operant resources: developing masterful operant resources and implications for marketing strategy. Journal of the Academy of Marketing Science, 36(1), 67-82.
  • Masa’deh, R., Shannak, R., Maqableh, M. and Tarhini, A. (2016). The impact of knowledge management on job performance in higher education: the case of the university of Jordan. Journal of Enterprise Information Management, 29(6), 14-33.
  • Maydeu-Olivares, A., & Lado, N. (2003). Market orientation and business economic performance: A mediated model. International Journal of Service Industry Management, 14(3), 284-309.
  • Narver, J. C., & Slater, S. F. (1990). The effect of a market orientation on business profitability. Journal of Marketing, 54(4), 20-35.
  • Narver, J. C., Slater, S. F., & MacLachlan, D. L. (2004). Responsive and proactive market orientation and new‐product success. Journal of Product Innovation Management, 21(5), 334-347.
  • Nayyar, P. R. (1990). Information asymmetries: A source of competitive advantage for diversified service firms. Strategic Management Journal, 11(7), 513-519.
  • Nonaka, I. and Takeuchi, H., 1995. The knowledge-creating company. NY: Oxford University Press.
  • Ramaswami, S. N., Srivastava, R. K., & Bhargava, M. (2009). Market-based capabilities and financial performance of firms: insights into marketing’s contribution to firm value. Journal of the Academy of Marketing Science, 37(2), 97-116.
  • Sahi, G. K., Gupta, M. C., & Lonial, S. C. (2018). Relating strategic market orientation and market performance: Role of customer value types. Journal of Strategic Marketing, 26(4), 318-338.
  • Shahin, A., Naftchali, J.S. and Pool, J.K. (2014). Developing a model for the influence of perceived organizational climate on organizational citizenship behaviour and organizational performance based on balanced score card. International Journal of Productivity and Performance Management, 63(3), 290-307.
  • Smith, A.D., Damron, T. and Melton, A. (2017). Aspects of corporate wellness programs: comparisons of customer satisfaction. Benchmarking: An International Journal, 24(6), 1523-1551.
  • Sundström, A., & Ahmadi, Z. (2019). The mediating role of CSR on the market orientation and strategic performance relationship a study of the public housing companies in Sweden. Sustainability, 11(6), 1537.
  • Udriyah, U., Tham, J., & Azam, S. (2019). The effects of market orientation and innovation on competitive advantage and business performance of textile SMEs. Management Science Letters, 9(9), 1419-1428.
  • Von Krogh, G., Nonaka, I., & Aben, M., (2001). Making the Most of Your Company’s Knowledge: A Strategic Framework 421. Long Range Planning, 34, 417-419.
  • Wang, E. T., Hu, H. F., & Hu, P. J. H. (2013). Examining the role of information technology in cultivating firms’ dynamic marketing capabilities. Information & Management, 50(6), 336-343.
  • Wang, G., Dou, W., Zhu, W., & Zhou, N. (2015). The effects of firm capabilities on external collaboration and performance: The moderating role of market turbulence. Journal of Business Research, 68(9), 1928-1936.
  • Yang, J. (2008). Antecedents and consequences of knowledge management strategy: the case of Chinese high technology firms. Production Planning and Control, 19(1), 67-77.

Effects of Market Orientation on Market and Strategic Performance: An Empirical Research on Small and Medium-Sized Logistics Companies

Yıl 2021, Cilt: 12 Sayı: 3, 775 - 787, 25.09.2021

Öz

The purpose of this study was to investigate the effects of market orientation on market performance and strategic performance. Within the scope of the research, the relationships between the variables of market orientation, market performance, and strategic performance of small and medium-sized companies operating in the Turkish logistics sector were discussed. In line with this purpose and scope, a research model was created, and hypotheses related to the model were developed. In order to test these developed hypotheses, companies within the scope of the research were selected via random sampling method. One director was contacted from each of these selected companies. A total of 232 directors were contacted, and a questionnaire, which was developed for this research, was applied to each of these directors. The data obtained through the questionnaire were analyzed using structural equation modeling. The results of the analysis revealed that market orientation had a significant effect on market performance, which in turn enhanced the strategic performance of companies. Additionally, it was observed that the companies within the scope of the research placed greater amounts of emphasis on the dimensions of market orientation, especially on customer orientation. The focus of the companies on customer orientation allowed them to continually improve the services provided to their customers, to base their strategies on providing improved values to their customers, to achieve the market share they had anticipated, and to gain new customers. Moreover, it was determined that companies were able to gain a more competitive position and a higher market share compared to their competitors in the sector and reach a leading position by reflecting the significant effects of market orientation on market performance on their strategic performance.

Kaynakça

  • Aaker, D. A. (1989). Managing assets and skills: The key to a sustainable competitive advantage. California Management Review, 31(2), 91-106.
  • Acosta, A. S., Crespo, Á. H., & Agudo, J. C. (2018). Effect of market orientation, network capability and entrepreneurial orientation on international performance of small and medium enterprises (SMEs). International Business Review, 27(6), 1128-1140.
  • Almajali, D.A., Masa’deh, R.E. & Tarhini, A. (2016). Antecedents of ERP systems implementation success: a study on Jordanian healthcare sector. Journal of Enterprise Information Management, 29(4), 549-565.
  • Balodi, K. C. (2014). Strategic orientation and organizational forms: an integrative framework. European Business Review, 26(2), 188–203.
  • Banker, R. D., Potter, G., & Srinivasan, D. (2005). Association of nonfinancial performance measures with the financial performance of a lodging chain. Cornell Hotel and Restaurant Administration Quarterly, 46(4), 394-412.
  • Becherer, R. C., Halstead, D., & Haynes, P. (2001). Marketing orientation in SMEs: effects of the internal environment. Journal of Research in Marketing and Entrepreneurship, 3(1), 1-17.
  • Boso, N., Cadogan, J. W., & Story, V. M. (2013). Entrepreneurial orientation and market orientation as drivers of product innovation success: A study of exporters from a developing economy. International Small Business Journal, 31(1), 57–81.
  • Cheng, C. C., & Krumwiede, D. (2010). The effects of market orientation and service innovation on service industry performance: An empirical study. Operations Management Research, 3(3-4), 161-171.
  • Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E., Black, W. C. and Anderson, R. E. (2019). Multivariate data analysis. United Kingdom: Cengage Learning.
  • Homburg, C., & Jensen, O. (2007). The thought worlds of marketing and sales: which differences make a difference?. Journal of Marketing, 71(3), 124-142.
  • Hooley, G. J., Greenley, G. E., Cadogan, J. W., & Fahy, J. (2005). The performance impact of marketing resources. Journal of Business Research, 58(1), 18-27.
  • Israel Glenn D. (1992). Determining sample size 1. Florida: IFAS, University of Florida.
  • Jaworski, B. J., & Kohli, A. K. (1993). Market orientation: antecedents and consequences. Journal of Marketing, 57(3), 53-70.
  • Jones, E., Busch, P., & Dacin, P. (2003). Firm market orientation and salesperson customer orientation: interpersonal and intrapersonal influences on customer service and retention in business-to-business buyer–seller relationships. Journal of Business Research, 56(4), 323-340.
  • King, W. R. (2001). Strategies for creating a learning organization. Information Systems Management, 18(1), 12-20.
  • Kohli, A. K., & Jaworski, B. J. (1990). Market orientation: the construct, research propositions, and managerial implications. Journal of Marketing, 54(2), 1-18.
  • Kohli, A. K., Jaworski, B. J., & Kumar, A. (1993). MARKOR: a measure of market orientation. Journal of Marketing Research, 30(4), 467-477.
  • Lai, K. H. (2003). Market orientation in quality-oriented organizations and its impact on their performance. International Journal of Production Economics, 84(1), 17-34.
  • Langerak, F., Hultink, E. J., & Robben, H. S. (2007). The mediating role of new product development in the link between market orientation and organizational performance. Journal of Strategic Marketing, 15(4), 281-305.
  • Madhavaram, S., & Hunt, S. D. (2008). The service-dominant logic and a hierarchy of operant resources: developing masterful operant resources and implications for marketing strategy. Journal of the Academy of Marketing Science, 36(1), 67-82.
  • Masa’deh, R., Shannak, R., Maqableh, M. and Tarhini, A. (2016). The impact of knowledge management on job performance in higher education: the case of the university of Jordan. Journal of Enterprise Information Management, 29(6), 14-33.
  • Maydeu-Olivares, A., & Lado, N. (2003). Market orientation and business economic performance: A mediated model. International Journal of Service Industry Management, 14(3), 284-309.
  • Narver, J. C., & Slater, S. F. (1990). The effect of a market orientation on business profitability. Journal of Marketing, 54(4), 20-35.
  • Narver, J. C., Slater, S. F., & MacLachlan, D. L. (2004). Responsive and proactive market orientation and new‐product success. Journal of Product Innovation Management, 21(5), 334-347.
  • Nayyar, P. R. (1990). Information asymmetries: A source of competitive advantage for diversified service firms. Strategic Management Journal, 11(7), 513-519.
  • Nonaka, I. and Takeuchi, H., 1995. The knowledge-creating company. NY: Oxford University Press.
  • Ramaswami, S. N., Srivastava, R. K., & Bhargava, M. (2009). Market-based capabilities and financial performance of firms: insights into marketing’s contribution to firm value. Journal of the Academy of Marketing Science, 37(2), 97-116.
  • Sahi, G. K., Gupta, M. C., & Lonial, S. C. (2018). Relating strategic market orientation and market performance: Role of customer value types. Journal of Strategic Marketing, 26(4), 318-338.
  • Shahin, A., Naftchali, J.S. and Pool, J.K. (2014). Developing a model for the influence of perceived organizational climate on organizational citizenship behaviour and organizational performance based on balanced score card. International Journal of Productivity and Performance Management, 63(3), 290-307.
  • Smith, A.D., Damron, T. and Melton, A. (2017). Aspects of corporate wellness programs: comparisons of customer satisfaction. Benchmarking: An International Journal, 24(6), 1523-1551.
  • Sundström, A., & Ahmadi, Z. (2019). The mediating role of CSR on the market orientation and strategic performance relationship a study of the public housing companies in Sweden. Sustainability, 11(6), 1537.
  • Udriyah, U., Tham, J., & Azam, S. (2019). The effects of market orientation and innovation on competitive advantage and business performance of textile SMEs. Management Science Letters, 9(9), 1419-1428.
  • Von Krogh, G., Nonaka, I., & Aben, M., (2001). Making the Most of Your Company’s Knowledge: A Strategic Framework 421. Long Range Planning, 34, 417-419.
  • Wang, E. T., Hu, H. F., & Hu, P. J. H. (2013). Examining the role of information technology in cultivating firms’ dynamic marketing capabilities. Information & Management, 50(6), 336-343.
  • Wang, G., Dou, W., Zhu, W., & Zhou, N. (2015). The effects of firm capabilities on external collaboration and performance: The moderating role of market turbulence. Journal of Business Research, 68(9), 1928-1936.
  • Yang, J. (2008). Antecedents and consequences of knowledge management strategy: the case of Chinese high technology firms. Production Planning and Control, 19(1), 67-77.
Toplam 36 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Bölüm Makaleler
Yazarlar

Saniye Yıldırım Özmutlu 0000-0001-6199-3999

Yayımlanma Tarihi 25 Eylül 2021
Gönderilme Tarihi 15 Ocak 2021
Yayımlandığı Sayı Yıl 2021 Cilt: 12 Sayı: 3

Kaynak Göster

APA Yıldırım Özmutlu, S. (2021). Pazar Yönelimin Pazar ve Stratejik Performans Üzerindeki Etkileri: Küçük ve Orta Ölçekli Lojistik Firmaları Üzerine Ampirik Bir Araştırma. Gümüşhane Üniversitesi Sosyal Bilimler Dergisi, 12(3), 775-787. https://doi.org/10.36362/gumus.861593