nach oben

Operations Management Research

Erschienen in:

01.09.2010

The effects of market orientation and service innovation on service industry performance: An empirical study

verfasst von: Colin C. Cheng, Dennis Krumwiede

Erschienen in: Operations Management Research | Ausgabe 3-4/2010

Einloggen

Aktivieren Sie unsere intelligente Suche, um passende Fachinhalte oder Patente zu finden.

search-config

KI-gestützte Suche

Aus

Abstract

This study examines how market orientation affects a firm’s service innovation and consequently, the firm’s market and financial performance. The findings indicate that if a firm uses customer orientation, the firm is more likely to adopt incremental service innovation, while if a firm uses competitor orientation, the firm is more likely to adopt radical service innovation. Finally, incremental and radical service innovations lead to greater market performance and in turn, better financial performance.

Vorheriger Artikel Integration of management systems: A methodology for operational excellence and strategic flexibility

Nächster Artikel When methods and theories collide: Toward a better understanding of improving unit performance in a multimarket firm

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

über 102.000 Bücher
über 537 Zeitschriften

aus folgenden Fachgebieten:

Automobil + Motoren
Bauwesen + Immobilien
Business IT + Informatik
Elektrotechnik + Elektronik
Energie + Nachhaltigkeit
Finance + Banking
Management + Führung
Marketing + Vertrieb
Maschinenbau + Werkstoffe
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Technik"

Online-Abonnement

Mit Springer Professional "Technik" erhalten Sie Zugriff auf:

über 67.000 Bücher
über 390 Zeitschriften

aus folgenden Fachgebieten:

Automobil + Motoren
Bauwesen + Immobilien
Business IT + Informatik
Elektrotechnik + Elektronik
Energie + Nachhaltigkeit
Maschinenbau + Werkstoffe

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

über 67.000 Bücher
über 340 Zeitschriften

aus folgenden Fachgebieten:

Bauwesen + Immobilien
Business IT + Informatik
Finance + Banking
Management + Führung
Marketing + Vertrieb
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Nur mit Berechtigung zugänglich

Agarwal S, Erramilli M, Dev C (2003) Market orientation and performance in service firms: the role of innovation. J Serv Mark 17:68–82CrossRef

Aldas-Manzano J, Kuster I, Vila N (2005) Market orientation and innovation: an inter-relationship analysis. Eur J Innov Manag 8:437–452

Anderson JC, Gerbing D (1988) Structural equation modeling in practice: a review and recommended two step approach. Psychol Bull 103:411–423CrossRef

Armstrong S, Overton T (1977) Estimating non-response in mailed surveys. J Mark Res 14:396–402CrossRef

Atuahene-Gima K, Ko A (2001) An empirical investigation of the effect of market orientation and entrepreneurship orientation alignment on product innovation. Organ Sci 12:54–74CrossRef

Avlonitis G, Papastathopoulou P, Gounaris S (2001) An empirically-based typology of product innovativeness for new financial services: Success and failure scenarios. J Prod Innov Manag 21:324–342CrossRef

Bagozzi R, Yi Y (1988) On the evaluation of structural equation models. J Acad Mark Sci 14:74–94CrossRef

Baker WE, Sinkula JM (1999) Learning orientation, market orientation, and innovation: integrating and extending models of organizational performance. J Mark Focus Manag 3:295–308CrossRef

Baker WE, Sinkula JM (2007) Does market orientation facilitate balanced innovation programs? An organizational learning perspective. J Prod Innov Manag 24:316–334CrossRef

Bell S, Whitwell G, Lukas B (2002) Schools of thought in organizational learning. J Acad Mark Sci 30:70–86CrossRef

Berry LL, Shankar V, Parish JT, Cadwallader S, Dotzel T (2006) Creating new markets through service innovation. MIT Sloan Manag Rev 42:56–63

de Brentani U, Kleinschmidt E (2004) Corporate culture and commitment: impact on performance of international new product development programs. J Prod Innov Manag 21:309–333CrossRef

Chandy RK, Tellis GJ (1998) Organizing for radical product innovation: the overlooked role of willingness to cannibalize. J Mark Res 35:474–487CrossRef

Chang T, Chen S (1998) Market orientation, service quality and business profitability: a conceptual model and empirical evidence. J Serv Mark 12:246–264CrossRef

China Credit Information Service (2008)

Christensen CM (1997) The innovator’s dilemma. Harvard Bus Sch, Boston, MA

Christensen C, Cook S, Hall T (2005) Marketing malpractice. Harvard BusRev 12:74–83

Citrin A, Lee R, McCullough J (2007) Information use and new product outcomes: the contingent role of strategy type. J Prod Innov Manag 24:259–273CrossRef

CommonWealth Magazine (2008). May 07, 396

Connor T (1999) Customer-led and market-oriented: a matter of balance. Strateg Manag J 20:1157–1163CrossRef

Crawford CM, Di Benedetto CA (2007) New products management, 9th edn. McGraw-Hill, Boston

Day G (1994) The capabilities of market-driven organizations. J Mark 58:37–52CrossRef

Day G, Wensley R (1998) Assessing advantage: a framework for diagnosing competitive superiority. J Mark 52:31–44

Debackere K, van Looy B, Papastathopoulou P, van Dierdonck RB, van Looy, Gemmel P (1998) Managing innovation in a service environment. In: Service management: an integrative approach. Pitman, London, pp 387–405

Deshpande R, Farley J, Webster F (1993) Corporate culture, customer orientation, and innovativeness in Japanese firms: a Quadrad analysis. J Mark 57:23–37CrossRef

Dillman DA (2000) Mail and internet surveys: the Tailored design method. Wiley, New York

Fornell C, Larcker F (1981) Evaluating structural equation models with unobservable variables and measurement errors. J Mark Res 18:39–50CrossRef

Gadrey J, Gallouz F, Weinstein O (1995) New modes of innovation: how services benefit industry. Int J Serv Ind Manag 6:4–16CrossRef

Garcia R, Calantone R (2002) A critical look at technological innovation typology and innovativeness terminology: a literature review. J Prod Innov Manag 19:110–132CrossRef

Gatignon H, Xuereb J (1997) Strategic orientation of the firm and new product performance. J Mark Res 34:77–90CrossRef

Greenly G (1995) Market orientation and company performance: empirical evidence from UK companies. Br J Manag 6:1–13CrossRef

Grewal R, Cote J, Hans B (2004) Multicollinearity and measurement error in structural equation models: implications for theory testing. Mark Sci 23:519–529CrossRef

Griffin A (1997) The effect of project and process characteristics on product development cycle time. J Mark Res 34:24–35CrossRef

Hair J, Tatham R, Anderson R, Black W (2006) Multivariate data analysis, 5th edn. Prentice-Hall, Upper Saddle River

Han J, Kim N, Srivastava R (1998) Market orientation and organizational performance: is innovation a missing link? J Mark 62:30–45CrossRef

Henard D, Szymanski D (2001) Why some new products are more successful than others. J Mark Res 38:362–375CrossRef

Hertog P (2000) Knowledge-intensive business services as co-producers of innovation. Int J Innov Manag 4:491–528

Hoskisson R, Eden L, Lau C, Wright M (2000) Strategy in emerging economies. Acad Manag J 43:249–267CrossRef

Hult G, Hurley R, Knight G (2004) Innovativeness: its antecedents and impact on business performance. Ind Mark Manag 33:429–438CrossRef

Hunt S, Morgan R (1995) The comparative advantage theory of competition. J Mark 59:1–15CrossRef

Im S, Workman J (2004) Market orientation, creativity, and new product performance in high-technology firms. J Mark 68:114–132CrossRef

Joreskog K, Sorbom D (1993) LISREL 8: structural equation modeling with the SIMPLIS command language. Lawrence Erlbaum Associates, Hillsdale

Kandemir D, Yaprak A, Cavusgil ST (2006) Alliance orientation: conceptualization, measurement, and impact on market performance. J Acad Mark Sci 34:324–341CrossRef

Kholi A, Jaworski B (1990) Market-orientation: the construct, research propositions, and managerial implications. J Mark 54:1–18CrossRef

Kumar K, Subramanian R, Yauger C (1998) Examining the market orientation-performance relationship: a context-specific study. J Manag 24:201–234CrossRef

Lado N, Maydeu-Olivares A (2001) Exploring the link between market orientation and innovation in the European and US insurance markets. Int Mark Review 18:130–144CrossRef

Langerak F (2003) An appraisal of research on the predictive power of market orientation. Eur Manag J 21:447–464CrossRef

Li T, Calantone RJ (1998) The impact of market-knowledge competence on new product advantage: conceptualization and empirical examination. J Mark 62:13–29CrossRef

Lukas B, Ferrell O (2000) The effect of market orientation on product innovation. J Acad Mark Sci 28:239–247CrossRef

Matear S, Osborne P, Garrett T, Gray B (2002) How does market orientation contribute to service firm performance? An examination of alternative mechanisms. Eur J Mark 36:1058–1075CrossRef

Mavondo F, Farrell M (2000) Measuring market orientation: are there differences between business marketers and consumer marketers? Aust J Manag 25:223–244CrossRef

Menguc B, Auh S, Shih E (2007) Transformational leadership and market orientation: implications for the implementation of competitive strategies and business unit performance. J Bus Res 60:314–321CrossRef

Min S, Kalwani M, Robinson W (2006) Market pioneer and early follower survival risks: a contingency analysis of really new versus incrementally new product-markets. J Mark 70:15–33CrossRef

Moorman C, Rust RT (1999) The role of marketing. J Mark 63:180197CrossRef

Narver J, Slater S (1990) The effect of a market orientation on business profitability. J Mark 54:20–35CrossRef

Narver J, Slater S, MacLachlan D (2004) Low and high market orientation and new product success. J Prod Innov Manag 21:334–347CrossRef

Nijssen E, Hillebrand B, Vermeulen P (2005) Unraveling willingness to cannibalize: a closer look at the barrier to radical innovation. Technovation 25:1400–1409CrossRef

Nunnally JC (1978) Psychometric theory. McGraw-Hill, New York

Olsen NV, Sallis J (2006) Market scanning for new service development. Eur J Mark 40:466–484CrossRef

Paladino A (2007) Investigating the drivers of innovation and new product success: a comparison of strategic orientations. J Prod Innov Manag 24:534–553CrossRef

Paswan A, D’Souza D, Zolfagharian MA (2009) Toward a contextually anchored service innovation typology. Decis Sci 40:513–540CrossRef

Prince J, Simon D (2009) Multimarket contact and service quality: evidence from on-time performance in the U.S. airline industry. Acad Manag 52:336–354

Podsakoff P, Organ D (1986) Self reports in organizational research: problems and prospects. J Manag 12:531–544CrossRef

Podsakoff P, MacKenzie S, Lee J, Podsakoff N (2003) Common method biases in behavioral research: a critical review of the literature and recommended remedies. J Appl Psychol 88:879–903CrossRef

Ramani G, Kumar V (2008) Interaction orientation and firm performance. J Mark 72:27–45CrossRef

Shefer D, Frenkel A (2005) R&D, firm size and innovation: an empirical analysis. Technovation 25:25–32CrossRef

Sin L, Tse A, Heung V, Yim F (2005) An analysis of the relationship between market orientation and business performance in the hotel industry. Hosp Manag 24:555–577CrossRef

Slater S, Narve J (1998) Customer-led and market-oriented: let’s not confuse the two. Strategy Manag J 19:1001–1006CrossRef

Slater S, Narver J (1999) Market-oriented is more than being customer-led. Strateg Manag J 20:1165–1168CrossRef

Song M, Parry ME (1996) What separates Japanese new product winners from losers. J Prod Innov Manag 13:422–439CrossRef

Song M, Thieme J (2009) The role of suppliers in market intelligence gathering for radical and incremental innovation. J Prod Innov Manag 26:43–57CrossRef

Tsiotsou R (2010) Delineating the effect of market orientation on services performance: a component-wise approach. Serv Ind J 30:375–403CrossRef

van Egeren M, O’Connor S (1998) Drivers of market orientation and performance in service firms. J Serv Mark 12:39–58CrossRef

Wagner E, Hansen E (2005) Innovation in large versus small companies: insights from the US wood products industry. Manag Decis 43:837–850CrossRef

Zeithaml V, Bitner M, Gremler D (2006) Services marketing: integrating customer focus across the firm, 4th edn. McGraw-Hill Irwin, New York

Zhou K, Yim B, Tse D (2005) The effects of strategic orientations on technology- and market-based breakthrough innovations. J Mark 69:42–60CrossRef

Zhou ZK, Brown JR, Dev CS, Agarwal S (2007) The effect of customer and competitor orientations on performance in global markets: a contingency analysis. J Int Bus Stud 38:303–319CrossRef

Zhou K, Brown J, Dev C (2009) Marketing orientation, competitive advantage, and performance: a demand-based perspective. J Bus Res 62:1063–1070CrossRef

Titel: The effects of market orientation and service innovation on service industry performance: An empirical study
verfasst von: Colin C. Cheng
Dennis Krumwiede
Publikationsdatum: 01.09.2010
Verlag: Springer US
Erschienen in: Operations Management Research / Ausgabe 3-4/2010
Print ISSN: 1936-9735
Elektronische ISSN: 1936-9743
DOI: https://doi.org/10.1007/s12063-010-0039-x

Springer Professional

Abstract

Bitte loggen Sie sich ein, um Zugang zu Ihrer Lizenz zu erhalten.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Springer Professional "Technik"

Springer Professional "Wirtschaft"

Weitere Artikel der Ausgabe 3-4/2010

The impact of forecasting on operational performance: Mediation effects through flexibility enablers

Comparative study on the relationship between just-in-time production practices and operational performance in manufacturing plants

Inventory control in environments with seasonal demand

Global operations networks in motion: Managing configurations and capabilities

Lessons from Sweden’s first large-scale implementation of Six Sigma in healthcare

Integration of management systems: A methodology for operational excellence and strategic flexibility

Premium Partner