• Korea Trade Review
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• v.45 no.6
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• pp.1-22
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• 2020

This paper analyzes the influence of entrepreneurial orientation, international market orientation, and investment performance of Korean SMEs in Vietnam on sequential investment. As a result of analyzing the research model using PLS SEM, it was found that Korean SMEs make sequential investments based on investment performance rather than entrepreneurial orientation or international market orientation. In addition, entrepreneurial orientation increased internationa market orientation and had a positive effect on investment performance, which was found to have a positive effect on sequential investment. Through this study, it was clarified that there is a difference between the determinants of initial investment and sequential investment, and it was confirmed that Korean companies show stable and strategic sequential investment tendency rather than proactive and bold investment in Vietnam. In addition, the mediating effect of international market orientation and investment performance in sequential investment was confirmed. In addition, it was confirmed that entrepreneurial orientation was a valid factor in the indirect effect of sequential investment. In the future, for high entrepreneurial orientation Korean companies entered the Vietnamese market, there will be a need for policy support to provide information on Global Value Chain in Vietnam and establish networks on the country.

• 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.

• 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.

• 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.

• Korea Trade Review
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• v.47 no.1
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• pp.145-161
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• 2022

For multinational manufacturers, China is an attractive consumer market, but the unique attributes and tastes of Chinese customers present challenges in achieving desired investment performance. In this paper, the influence (mediating function) of consumer-centered market orientation adopted as a strategic means by multinational companies entering China on investment performance was examined utilizing samples collected through questionnaires and statical analysis through structural equation models. This paper, based on value chain and product attributes, divided market orientation into two types: production impacted market orientation and service impacted market orientation. The empirical analysis results of 233 samples showed that, service impacted market orientation with downstream activities and support service (as a variable) has a greater impact on investment performance than production impacted market orientation with upstream activities and product attributes. This indicates to managers that focusing on service impacted market orientation when implementing consumer-centered marketing strategies in the Chinese local market is an efficient/effective localization strategy to increase expected investment performance.

• International Area Studies Review
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• v.13 no.3
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• pp.481-500
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• 2009

This paper investigates the Moderating effect of entrepreneurship on the relationship between market orientation and international performance in Korean Ventures. Literature revealed that an appropriate alignment between firm strategic orientation and market positioning is critical because of its impact on firm performance. The alignment is especially crucial for SMEs as a result of their limited resource base. However, studies have not adequately accounted for the joint effect of entrepreneurship and market orientation on firm performance in different environments as foreign markets. Drawing upon a sample of 217 internationalized Korean Venture Business, it presents evidence related to mainly moderating effects of entrepreneurship on market orientation-international performance. The Key conclusion from the evidence is that market orientation, alone and in conjunction with certain entrepreneurship dimensions, is positively related to firm international performance. More specifically innovativeness and proactiveness have positively moderated the relationship between market orientation and international performance in Korean Ventures.

• 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 Commerce and Information Review
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• v.12 no.1
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• pp.271-295
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• 2010

In this study, we investigate the relationships among organizational market orientation, learning orientation, information technology(IT) support for firm resource, IT support for strategy, and balanced scorecard(BSC) performance in export firms. The development of the research model is based on the empirical studies of strategy and resource-based view. The data from the survey was analyzed using Partial Least Squares(PLS). The results from the empirical model suggest that IT support for firm resource is effected by market orientation and learning orientation. And, IT support for strategy is enhanced by IT support for firm resource. Finally, BSC performance of export firms is effected by IT support for strategy.

• International Commerce and Information Review
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• v.12 no.2
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• pp.161-182
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• 2010

This study tried to analyzed the relationship between market orientation, localization and performance in order to suggest to a methodology for performance 7hypothesis were constructed for analysis based on previous literature review. The results of empirical analysis shows that market orientation gave significant effect on firm's performance and localization. Localization also positively related to firm's performance. These result explains that firms which try to take superior of performance must build high level of market orientation should be realized and reacted the complicated market situation. such as consumer needs, competitor's action, change of technology and provider's action, etc. For this, management of uncertainty should be required through the high level of information-oriented.

• 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.