• Journal of Global Scholars of Marketing Science
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• v.9
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• pp.19-46
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• 2002

Market orientation emphasizes the capability of a firm to learn customers, competitors, and inter-functional coordination and to use this market intelligence of creating superior value in the marketplace. It has been proved that market orientation contributes to organizational performance. But the question is what the antecedents and consequent to superior market orientation are. The objective of this study is to assess the relationship between internal marketing and market orientation. In this study, Internal marketing consists of empowerment, internal communication, reward system, management supports, and education and training. The effects of internal marketing on market orientation were analysed by Structural equation model. Market orientation was positive affected by internal marketing, directly and indirectly. Specially, the management supports of internal marketing' constructs had relatively important effect on market orientation.

• Journal of the Korea Society of Computer and Information
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• v.26 no.1
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• pp.189-199
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• 2021

This study examines the relationship between internal marketing, market orientation, patient satisfaction, and hospital image, and especially focuses on the effect of CEO's role on internal marketing at a local national university hospital. A survey was conducted using the convenient sampling technique and 222 questionnaires excluding unreliable replies were used in the final analysis for the hypothesis testing. SPSS 21.0 was used for the basic analysis of the collected data, and confirmatory factor analysis was performed for reliability and validity using AMOS 21.0. Path analysis was performed for the hypothesis testing. The results of this study are as follows: First, the role of CEO positively affects internal marketing. Second, internal marketing has a positive effect on market orientation, and leadership is the most influential factor of internal marketing. Third, market orientation has a positive effect on patient satisfaction and hospital image, which are non-financial organizational performance. Therefore, internal marketing plays a major role in improving market orientation, patient satisfaction, and hospital image, and it is identified that the activation of internal marketing depends on the support of CEO in hospitals.

• Knowledge Management Research
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• v.11 no.2
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• pp.153-162
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• 2010

The knowledge of market and customer is widely accepted as one of the key information for the success of the business. To acquire market and customer knowledge, managers need to understand internal environment of their organization. Using data from Korean trading firms, this research aims to determine the internal environment of an organization enabling an effective acquirement of market and customer knowledge.

• 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.

• 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.

• International Commerce and Information Review
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• v.11 no.1
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• pp.239-264
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• 2009

As the competitive market environment and industry circumstances become more and more competitive on a daily basis, it is not easy to find an opportunity to initiate small business, or increase performances of Small and Medium Business. The research findings are as follows. First, entrepreneurship(innovation, progressive, social responsibility) has significant effects on the market orientation. Second, company competence(individual resource, technology resource) has significant effects on the market orientation. Third, market orientation has significant effects on the non-financial performance(Internal process performance, learning & growth performance, customer performance). Finally, non-financial performance(Internal process performance, learning & growth performance, customer performance) has significant effects on the financial performance.

• Asia-Pacific Journal of Business
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• v.8 no.1
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• pp.33-44
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• 2017

The present study aims to examine the role of market orientation as an international partnership property. This property, labeled export-venture market orientation, is at the inter-firm level and is related to the new market development (NMD) activities of export-ventures. Specifically, this article is to define the export-venture market orientation; to argue that it is a major factor in NMD export-venture success; and to argue that the resource-advantage (R-A) theory of competition can provide a theoretical foundation for this concept and explain its contribution to export-ventures' international expansion success. This manuscript is conceptual in approach. In their efforts to strengthen relationships, export-ventures may tend to focus so much time on the partnership factors that they miss market opportunities. As a spanning process, NMD should be informed by both external and internal activities. In an export-venture, market orientation helps guide NMD activities from outside to inside and vice versa. As a dynamic and disequilibrium provoking process, the R-A theory can theoretically ground the concept of export-venture market orientation and explain its role in NMD export-venture success. The current study contributes to business marketing theory in three ways: it extends the concept of intra-organizational market orientation to an inter-organizational context; contributes to understanding the role of idiosyncratic resources in export-ventures; and theoretically explains the concept of export-venture market orientation. The present study is the first to extend the concept of market orientation into inter-organizational NMD framework and to examine the role of export-venture market orientation in NMD export-venture success.

• The Journal of the Korea Contents Association
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• v.7 no.9
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• pp.183-193
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• 2007

This paper is investigate the relations on the market orientation, service quality, customer satisfaction and customer loyalty in hotel restaurant. The research findings support that there are significant factors of market orientation between customer satisfaction and customer loyalty in hotel restaurant. That is, if hotel restaurant employees perceive a hotel restaurant to have high market orientation, they will have greater service quality. The greater the customer satisfaction of the hotel restaurant employees, the greater customer loyalty. It implies that hotel restaurant should have a great interest in internal marketing.

• Journal of Service Research and Studies
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• v.13 no.4
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• pp.24-46
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• 2023

This study sought to examine how internal market orientation of service organizations affects the service providers' adaptive service behavior and to determine what psychological processes go through for this purpose. To achieve this purpose, based on previous research, a research model was set up to predict that internal market orientation of service organizations will increase service providers' adaptive service behavior by continuously mediating the psychological processes of person-environment fit and work engagement. To test the hypothesis, a survey was conducted and data were collected from nutritionists at consignment catering companies located in Busan and Gyeongnam. As a result of testing the hypotheses proposed in this study's research model, internal market orientation increased person-job fit and person-organization fit, which are key elements of person-environment fit. And, it was confirmed that person-job fit and person-organization fit have a positive effect on work engagement. Additionally, work engagement improved service providers' adaptive service behavior. Lastly, this study confirmed that the influence of internal market orientation on adaptive service behavior is continuously mediated by person-environment fit and job enthusiasm.

• Journal of the Korea Safety Management & Science
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• v.14 no.3
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• pp.245-257
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• 2012

Business environment, competition among firms in recent years, diverse and fragmented by the symbol of the consumer has become very complex and intense. Nevertheless, for the best performance of firms differentiated their company strives to have unique core competencies. In this study, reviewing the internal customer support activities and existing research on market orientation and then how it affects the future strategy for the internal customer support activities. Through the results of this study, first, to appear understanding of the effect of education and training to customers in enterprise-wide, strategic plan through competitor analysis, improved communication between departments, etc need to design to be effective in performance of company in a long term when in planning and training for employees such as job training, service training and training for improving service mind. Second, employment stability and internal communications to the employee's customer orientation showed no significant affect. This is considered for employees due to lack of fear or anxiety, so the employer could focus on his role in the current organization willing to participate actively for goals of the organization. Finally external customer orientation in the employee's customer orientation did not affect the analysis results which is appeared to in companies are constantly communicating with employees through the company's position and the difference between the employee's position is necessary to look for ways to narrow down.