转型期背景下企业实施市场导向影响因素研究
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摘要
自Narver、Slater与Kohli、Jaworski分别从组织文化和信息处理的角度对市场导向进行了操作性定义并各自独立提出了与其定义相一致的具体度量标准以来,市场导向研究在全球范围内在各个层面上得以深入进行。学者们从不同行业背景,不同国家背景对市场导向进行的大量研究证实市场导向与企业经营绩效之间存在显著正相关关系。正是这种正相关关系的存在,市场导向多年来受到了来自学术界和实业界的持续关注。
在这种背景下,本文在文献研究和理论研究基础上,对来自华中科技大学管理学院的MBA以及EMBA学员进行深度访谈,提出研究假设,并以228个企业为样本,对问卷收集数据进行多元回归分析,并对假设进行逐一检验,探讨中国企业实施市场导向的主要影响因素。结果表明,在我国特有的转型期经济背景下,中国企业实施市场导向,受到来自企业内部和企业外部两个层面某些特殊因素的影响。在内部,企业国有化程度和采用非市场行为程度阻碍市场导向实施,而企业闲散资金丰裕度促进企业实施市场导向;在企业外部,企业市场导向实施受到来自行业特征和市场竞争因素的显著影响,也同时受到国家政策态度的影响,其中政府对企业的干预阻碍企业市场导向实施而优越的制度环境,促进企业实施市场导向。
Since Narver, Slater and Kohli, Jaworski introduced their own operational definition and practical measurement of market orientation from organizational culture view and information processing view, researches on this topic are carried out in-depth at all levels all around the world. And former researches from different industries by scholars from different countries suggest that there are significant positive correlation between implementing of market orientation and firm operating performance. This positive correlation is actually the very reason for continuing attention on this area of both academics and businessmen. However, existing researches on this topic concerned little in thorough investigation of determinants of firms to effectively implement market orientation, especially in transitional Chinese market.
Thus, based both on literature studies and theoretical studies, the author gives MBA and EMBA students from School of Management, Huazhong University of Science and Technology an in-depth interview, then theoretical assumptions are carried out. To test assumptions of firms to implement market orientation in transitional Chinese market, multivariate regression analysis is done with samples from 228 enterprises. The results suggest that there do be some special factors that influence Chinese firms to implement market orientation in transitional economy background both from the internal and external layer of enterprises. Internally, nationalization and non-market behaviors carrying prevent firms from implementing market orientation while idle funds abundance promote it; externally, firms implementing of market orientation is influenced by market features like industrial characters and market competition degree, besides, it is also influenced by behaviors and attitudes of national politics. There, intervention of firm operation by government sectors prevent firms from implementing of market orientation while political supporting provide firms with superior system environment to implementing market orientation.
在这种背景下,本文在文献研究和理论研究基础上,对来自华中科技大学管理学院的MBA以及EMBA学员进行深度访谈,提出研究假设,并以228个企业为样本,对问卷收集数据进行多元回归分析,并对假设进行逐一检验,探讨中国企业实施市场导向的主要影响因素。结果表明,在我国特有的转型期经济背景下,中国企业实施市场导向,受到来自企业内部和企业外部两个层面某些特殊因素的影响。在内部,企业国有化程度和采用非市场行为程度阻碍市场导向实施,而企业闲散资金丰裕度促进企业实施市场导向;在企业外部,企业市场导向实施受到来自行业特征和市场竞争因素的显著影响,也同时受到国家政策态度的影响,其中政府对企业的干预阻碍企业市场导向实施而优越的制度环境,促进企业实施市场导向。
Since Narver, Slater and Kohli, Jaworski introduced their own operational definition and practical measurement of market orientation from organizational culture view and information processing view, researches on this topic are carried out in-depth at all levels all around the world. And former researches from different industries by scholars from different countries suggest that there are significant positive correlation between implementing of market orientation and firm operating performance. This positive correlation is actually the very reason for continuing attention on this area of both academics and businessmen. However, existing researches on this topic concerned little in thorough investigation of determinants of firms to effectively implement market orientation, especially in transitional Chinese market.
Thus, based both on literature studies and theoretical studies, the author gives MBA and EMBA students from School of Management, Huazhong University of Science and Technology an in-depth interview, then theoretical assumptions are carried out. To test assumptions of firms to implement market orientation in transitional Chinese market, multivariate regression analysis is done with samples from 228 enterprises. The results suggest that there do be some special factors that influence Chinese firms to implement market orientation in transitional economy background both from the internal and external layer of enterprises. Internally, nationalization and non-market behaviors carrying prevent firms from implementing market orientation while idle funds abundance promote it; externally, firms implementing of market orientation is influenced by market features like industrial characters and market competition degree, besides, it is also influenced by behaviors and attitudes of national politics. There, intervention of firm operation by government sectors prevent firms from implementing of market orientation while political supporting provide firms with superior system environment to implementing market orientation.
引文
[1] Keith F. J. The marketing Revolution[J]. Journal of Marketing, 1960, 24(2):35-38.
[2] Mc Kitterick, Broadening the Concept of Marketing[J]. Journal of Marketing, 1957, 33 (1): 10-15.
[3] King, William R. Toward a methodology of market analysis[J]. Journal of Marketing Research 1965, 2(3): 236-244
[4] Barksdale H. C., Bill Darden. Marketers’attitude toward the marketing concept [J]. Journal of Marketing, 1971, 35 (8): 29-36
[5] McNamara C. P. The present status of the marketing concept[J]. Journal of Marketing, 1972, 36(2): 50-57
[6]杨智.市场导向与营销绩效关系研究[M].武汉:中国财经经济出版社, 2005, (3): 1-55
[7] Narver J C, Slater F S.The effect of a market orientation on business profitability[J]. Journal of Marketing, 1990, 54(10):20-35
[8] Deshpande Rohit, John U Farely, Frederick Webster J R.Corporate culture, customer orientation, and innovativeness in Japanese firms: A quadra analysis[J]. Journal of Marketing, 1993, 57(1):23-27
[9] Jaworski B J, Kohli A K.Market orientation: Antecedents and consequences[J]. Journal of Marketing, 1993, 57(7):53-70
[10] Narver, J. C and Slater. F. S.. The Effect of a Market Orientation on Business Profitability[J]. Journal of Marketing, 1990, 54(10): 20-35
[11] Narver, J. C and Slater. F. S. Market Orientation, Customer Value and Superior Performance [J]. Business Horizons, 1994(3): 22-28
[12] Kohli A. K and Jaworski, B. J.. Market Orientation: The Construct, Reasearch Proposition, and Managerial Implication [J]. Journal of Marketing, 1990(3): 1-18
[13] Jaworski B. J and Kohli A. K.. Market Orientation: Antecedents and Consequences [J]. Journal of Marketing, 1993(7): 53 -70
[14] Webster Frederick E. The rediscovery of the marketing concept[J]. Business Horizons, 1988(10): 29-39
[15] Day George S. The capabilities of market-driven organizations[J]. Journal of Marketing, 1994, 58(6): 37-52
[16] Levitt, Theodore. The new markets—think before you leap[J]. Harvard Business Review, 1969, 47 (3): 53-67
[17] Kuada, John. Buatsi, Seth N. Market orientation and management practices in Ghanaian firms: revisiting the Jaworski and Kohli framework[J]. Journal of International Marketing, 2005, 13 (1): 58-88
[18] Shoham, Aviv. Rose, Gregory M. Market orientation: a replication, cross-national comparison, and extension[J]. Journal of Global Marketing, 2001, 14(4): 5-21
[19] Cristian Chelariu., Abdoulaye Ouattarra., Kofi Q Dadzie. Market orientation in Ivory Coast: Measurement validity and organizational antecedents in a sub-Saharan African economy[J]. The Journal of Business & Industrial Marketing, 2002, 17(6): 456-470
[20] Felton Arthur P. Making the marketing concept work[J]. Harvard Business Review, 1959, 37(2): 55-65
[21] Harris, Lloyd C. Benchmarking against the theory of market orientation[J]. Management Decision, 1996, 34(2): 25-29
[22] Farrell Mark A. Developing a market-oriented leaning organization[J]. Australian Journal of Management, 2000, 25(2): 201-222
[23] Carolyn A. Strong. Is managerial behavior a key to effective customer orientation?[J] Total Quality Management, 1997,17(1): 97–115
[24] Van Egeren., Hanh Q Trinh., Stephen J O'Connor. The influence of top management team and external environmental characteristic[J]. Journal of Professional Services Marketing, 1999, 20(1): 5
[25] Avlonitis, George J., Gounaris, Spiros P. Marketing orientation and its determinants: an empirical analysis[J]. European Journal of Marketing, 1999, 33(11): 1003-1037
[26] Hall Richard H., Hass J Eugene., Johnson Norman J. Organizational size, complexity, and formalization[J]. American Sociological Review, 1967, 32(6): 903-912
[27] Piercy, Nigel, Morgan, Neil. Internal marketing—the missing half of the marketing program[J]. Long Range Planning, 1991, 24(2): 82-93
[28] Lundstrom, William J., Lemont, Lawrence M. Directions for response to consumerism: the consumer viewpoint[J]. Academy of Management Proceedings, 1976 (5): 306-310
[29] Wong, Tina. Overseas Chinese: Caught between Cultures[J]. Free China Review. 1989. 39(7): 58
[30] Deshpande, Rohit. Zaltman, Gerald. Factors Affecting the Use of Market Research Information: A Path Analysis[J]. Journal of Marketing Research, 1982: 14-31
[31] Hage Jerald., Aiken Michael., Marrett Cora Bagley. Organization structure and communications[J]. American Sociological Review, 1971: 860-871
[32] Ruekert, Robert W., Walker, Orville C Jr. Marketing's interaction with other functional units: a conceptual framework and empirical evidence[J]. Journal of Marketing. Chicago, 1987, 51(1): 1-1
[33] Zaltman,Gerald.,Robert Duncan.,Jonny Holbek. Innovations and Organizations[M]. New York:John Wiley & Sons, 1973: 222-246
[34] Pulendran, Sue., Speed, Richard. Planning and Doing: The Relationship Between Marketing Planning Styles and Market Orientation[J]. Journal of Marketing Management, 1996, 12(1): 53-68
[35] Morgan, Robert E., Strong, Carolyn A. Market orientation and dimensions of strategic orientation[J]. European Journal of Marketing, 1998, 32(11): 937-1073
[36] Webster Frederick E. The rediscovery of the marketing concept[J]. Business Horizons, 1988(10): 29-39
[37] Maltz, Elliot. Kohli, Ajay K. Reducing marketing's donflict with other functions: thedifferential effects of integrating mechanisms[J]. Journal of the Academy of Marketing Science, 2000, 28(4): 479-492
[38] Messikomer, Edwin E. Marketing Changes The Corporate Culture[J]. The Journal of Business & Industrial Marketing. Santa Barbara, 1987, 2 (4): 53-58
[39] Deng S., Dart J. The market orientation of Chinese enterprises during a time of transition [J]. European Journal of Marketing, 1999, 33 (5): 631-45
[40] Vernon R. Sovereignty at Bay [M]. New York: Basic Books, 1971,24(3): 109-211
[41] Hillman A. Determinants of political strategies in U.S. multinationals [J]. Business and Society, 2003, 42(4): 455-483
[42] Peng M, Heath P.The Growth of the Firm in planned economies in transition: Institutions, organizations and strategies choices [J]. Academy of Management Review, 1996(21): 492-528
[43]谢洪明,蓝海林.战略网络中嵌入关系的决定因素及其特征和影响[J].管理科学, 2003, 16(2): 11-17
[44] Adler P S., Kwon S.W., Social capital: Prospects for a new concept [J]. Academy of Management Review, 2002(27): 17-40
[45]田志龙,邓新明.企业政治策略形成影响因素—中国经验[J].南开管理评论, 2007(1): 81–91
[46] LukasB, Ferrell O. The effect of market orientation on product innovation [J]. Journal of the Academy of Marketing Science, 2000, 28 (2): 239-47
[47] Lusch, R., & Laczniak, G. The evolving marketing concept, competitive intensity and organizational performance[J]. Journal of the Academy of Marketing Science, 1987,(15): 1–11
[48] Selnes Fred., Bernard J. Jaworski, Ajay L. Kohli. Market orientation in United States and Scandinavian companies: a cross-cultural study[J]. Scandinavian Journal of Management, 1996, 12(2): 139-157
[49] North, Douglas C., Institutions, Institutional Change, and Economic Performance[M].New York: Cambridge, 1990:354-356
[50]孙永风,张睿,李垣.转型经济时期国有企业市场导向型战略与绩效的实证分析[J].中国软科学, 2003(7): 80-83
[51] DiMaggio, Powell. The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields [J]. American Sociological Review, 1983, 48(2): 147-160
[52] Scott W R. Institutions and Organizations [M]. Thousand Oaks: Sage, Publication 2001: 103-107
[53]侯俊东,杜兰英,李剑峰.转型经济中市场导向构念的适用性[C]. JMS中国营销科学学术年会, 2007: 723-728
[2] Mc Kitterick, Broadening the Concept of Marketing[J]. Journal of Marketing, 1957, 33 (1): 10-15.
[3] King, William R. Toward a methodology of market analysis[J]. Journal of Marketing Research 1965, 2(3): 236-244
[4] Barksdale H. C., Bill Darden. Marketers’attitude toward the marketing concept [J]. Journal of Marketing, 1971, 35 (8): 29-36
[5] McNamara C. P. The present status of the marketing concept[J]. Journal of Marketing, 1972, 36(2): 50-57
[6]杨智.市场导向与营销绩效关系研究[M].武汉:中国财经经济出版社, 2005, (3): 1-55
[7] Narver J C, Slater F S.The effect of a market orientation on business profitability[J]. Journal of Marketing, 1990, 54(10):20-35
[8] Deshpande Rohit, John U Farely, Frederick Webster J R.Corporate culture, customer orientation, and innovativeness in Japanese firms: A quadra analysis[J]. Journal of Marketing, 1993, 57(1):23-27
[9] Jaworski B J, Kohli A K.Market orientation: Antecedents and consequences[J]. Journal of Marketing, 1993, 57(7):53-70
[10] Narver, J. C and Slater. F. S.. The Effect of a Market Orientation on Business Profitability[J]. Journal of Marketing, 1990, 54(10): 20-35
[11] Narver, J. C and Slater. F. S. Market Orientation, Customer Value and Superior Performance [J]. Business Horizons, 1994(3): 22-28
[12] Kohli A. K and Jaworski, B. J.. Market Orientation: The Construct, Reasearch Proposition, and Managerial Implication [J]. Journal of Marketing, 1990(3): 1-18
[13] Jaworski B. J and Kohli A. K.. Market Orientation: Antecedents and Consequences [J]. Journal of Marketing, 1993(7): 53 -70
[14] Webster Frederick E. The rediscovery of the marketing concept[J]. Business Horizons, 1988(10): 29-39
[15] Day George S. The capabilities of market-driven organizations[J]. Journal of Marketing, 1994, 58(6): 37-52
[16] Levitt, Theodore. The new markets—think before you leap[J]. Harvard Business Review, 1969, 47 (3): 53-67
[17] Kuada, John. Buatsi, Seth N. Market orientation and management practices in Ghanaian firms: revisiting the Jaworski and Kohli framework[J]. Journal of International Marketing, 2005, 13 (1): 58-88
[18] Shoham, Aviv. Rose, Gregory M. Market orientation: a replication, cross-national comparison, and extension[J]. Journal of Global Marketing, 2001, 14(4): 5-21
[19] Cristian Chelariu., Abdoulaye Ouattarra., Kofi Q Dadzie. Market orientation in Ivory Coast: Measurement validity and organizational antecedents in a sub-Saharan African economy[J]. The Journal of Business & Industrial Marketing, 2002, 17(6): 456-470
[20] Felton Arthur P. Making the marketing concept work[J]. Harvard Business Review, 1959, 37(2): 55-65
[21] Harris, Lloyd C. Benchmarking against the theory of market orientation[J]. Management Decision, 1996, 34(2): 25-29
[22] Farrell Mark A. Developing a market-oriented leaning organization[J]. Australian Journal of Management, 2000, 25(2): 201-222
[23] Carolyn A. Strong. Is managerial behavior a key to effective customer orientation?[J] Total Quality Management, 1997,17(1): 97–115
[24] Van Egeren., Hanh Q Trinh., Stephen J O'Connor. The influence of top management team and external environmental characteristic[J]. Journal of Professional Services Marketing, 1999, 20(1): 5
[25] Avlonitis, George J., Gounaris, Spiros P. Marketing orientation and its determinants: an empirical analysis[J]. European Journal of Marketing, 1999, 33(11): 1003-1037
[26] Hall Richard H., Hass J Eugene., Johnson Norman J. Organizational size, complexity, and formalization[J]. American Sociological Review, 1967, 32(6): 903-912
[27] Piercy, Nigel, Morgan, Neil. Internal marketing—the missing half of the marketing program[J]. Long Range Planning, 1991, 24(2): 82-93
[28] Lundstrom, William J., Lemont, Lawrence M. Directions for response to consumerism: the consumer viewpoint[J]. Academy of Management Proceedings, 1976 (5): 306-310
[29] Wong, Tina. Overseas Chinese: Caught between Cultures[J]. Free China Review. 1989. 39(7): 58
[30] Deshpande, Rohit. Zaltman, Gerald. Factors Affecting the Use of Market Research Information: A Path Analysis[J]. Journal of Marketing Research, 1982: 14-31
[31] Hage Jerald., Aiken Michael., Marrett Cora Bagley. Organization structure and communications[J]. American Sociological Review, 1971: 860-871
[32] Ruekert, Robert W., Walker, Orville C Jr. Marketing's interaction with other functional units: a conceptual framework and empirical evidence[J]. Journal of Marketing. Chicago, 1987, 51(1): 1-1
[33] Zaltman,Gerald.,Robert Duncan.,Jonny Holbek. Innovations and Organizations[M]. New York:John Wiley & Sons, 1973: 222-246
[34] Pulendran, Sue., Speed, Richard. Planning and Doing: The Relationship Between Marketing Planning Styles and Market Orientation[J]. Journal of Marketing Management, 1996, 12(1): 53-68
[35] Morgan, Robert E., Strong, Carolyn A. Market orientation and dimensions of strategic orientation[J]. European Journal of Marketing, 1998, 32(11): 937-1073
[36] Webster Frederick E. The rediscovery of the marketing concept[J]. Business Horizons, 1988(10): 29-39
[37] Maltz, Elliot. Kohli, Ajay K. Reducing marketing's donflict with other functions: thedifferential effects of integrating mechanisms[J]. Journal of the Academy of Marketing Science, 2000, 28(4): 479-492
[38] Messikomer, Edwin E. Marketing Changes The Corporate Culture[J]. The Journal of Business & Industrial Marketing. Santa Barbara, 1987, 2 (4): 53-58
[39] Deng S., Dart J. The market orientation of Chinese enterprises during a time of transition [J]. European Journal of Marketing, 1999, 33 (5): 631-45
[40] Vernon R. Sovereignty at Bay [M]. New York: Basic Books, 1971,24(3): 109-211
[41] Hillman A. Determinants of political strategies in U.S. multinationals [J]. Business and Society, 2003, 42(4): 455-483
[42] Peng M, Heath P.The Growth of the Firm in planned economies in transition: Institutions, organizations and strategies choices [J]. Academy of Management Review, 1996(21): 492-528
[43]谢洪明,蓝海林.战略网络中嵌入关系的决定因素及其特征和影响[J].管理科学, 2003, 16(2): 11-17
[44] Adler P S., Kwon S.W., Social capital: Prospects for a new concept [J]. Academy of Management Review, 2002(27): 17-40
[45]田志龙,邓新明.企业政治策略形成影响因素—中国经验[J].南开管理评论, 2007(1): 81–91
[46] LukasB, Ferrell O. The effect of market orientation on product innovation [J]. Journal of the Academy of Marketing Science, 2000, 28 (2): 239-47
[47] Lusch, R., & Laczniak, G. The evolving marketing concept, competitive intensity and organizational performance[J]. Journal of the Academy of Marketing Science, 1987,(15): 1–11
[48] Selnes Fred., Bernard J. Jaworski, Ajay L. Kohli. Market orientation in United States and Scandinavian companies: a cross-cultural study[J]. Scandinavian Journal of Management, 1996, 12(2): 139-157
[49] North, Douglas C., Institutions, Institutional Change, and Economic Performance[M].New York: Cambridge, 1990:354-356
[50]孙永风,张睿,李垣.转型经济时期国有企业市场导向型战略与绩效的实证分析[J].中国软科学, 2003(7): 80-83
[51] DiMaggio, Powell. The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields [J]. American Sociological Review, 1983, 48(2): 147-160
[52] Scott W R. Institutions and Organizations [M]. Thousand Oaks: Sage, Publication 2001: 103-107
[53]侯俊东,杜兰英,李剑峰.转型经济中市场导向构念的适用性[C]. JMS中国营销科学学术年会, 2007: 723-728