Management and Marketing - Theses
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ItemMarket orientation and business performance: empirical evidence from Thailand( 2001)This thesis studies the business performance of Thai firms in both domestic and export markets by using the market orientation theoretical framework to explain why some firms are more successful than others. It also investigates how firms become more market-oriented and whether the relationship between market orientation and business performance is moderated by business environment.
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ItemComparing the resource based view and market orientation to understand organisational performance( 2001)Much attention has been ascribed to the resource-based view (RBV) and market orientation (MO) in the strategic management and marketing literature. Although research has examined each perspective individually, none has compared the two and evaluated their effect on firm performance. This study is the first to attempt to measure the extent to which firms implement the RBV by introducing the notion of RO, a concept that incorporates an element of dynamism and increase its relevance to management. Most importantly, this thesis establishes both the RO and MO as two distinct strategies that influence firm behaviours. Consequently, a primary purpose of this dissertation is to investigate the differential effects of a RBV and MO on organisational performance. This involves devising an empirically testable framework that allows us to investigate the antecedents, construct validity of the RO and MO scales, and outcomes of both orientations. The outcomes studied include both process and market-based outcomes. Using the business unit level of analysis and the key informant approach, data was collected from 228 senior executives employed in various industries. Findings show that the firm's objectives and OL are strongly associated with both a RO and MO, which will in tum impact the process and market-based performance outcomes. More specifically, results reveal that a RO is strongly associated with process-based outcomes including, product quality, improved operations and innovation, whilst a MO is associated most strongly with market-based and employee outcomes including job satisfaction, customer value, customer satisfaction and organisational commitment. Hence, a RO enhances firm performance by improving internal effectiveness and efficiency, whereas a MO improves performance by enhancing customer value. A further purpose of this study is to determine whether these relationships differ in various business conditions. Interestingly, the only environmental condition in which the relationship between product quality and a RO was strengthened was when technological turbulence was low. Similarly, the relationship between a RO and job satisfaction was strengthened only when buyer power was high. In all other business conditions investigated, the relationship between a RO, MO and performance was unaffected. Overall, this study has provided a basis for additional empirical studies of the RBV and allowed us to further explore MO. It has enabled us to examine the patterns of relationships between these constructs and various performance outcomes and will act as a benchmark upon which to base prospective studies. Theoretical and managerial implications are also discussed. Hence, this dissertation provides an invaluable inroad into further developing the generalisability of both the MO and the RBV for future research.