我国制造型企业市场导向战略的实施路径和绩效结果研究
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摘要
市场导向的概念被认为是战略营销的基石,是企业实现竞争优势和提供独特顾客价值的首要前提。随着我国政治和经济制度改革的不断推进,市场导向已成为诸多转型经济背景下中国企业尤其是成功企业的实践准则。然而,文献主要集中于市场导向的定义、测量、模型等问题,市场导向的执行问题始终没能受到足够重视。实际上,市场导向的绩效结果很大程度上正是取决于企业实施过程中的具体路径和方法。目前,我国企业营销职能仍处发展初期,企业市场导向在发展程度和模式上与西方企业还有较大差距。鉴此,本文提出了转型经济背景下我国制造型企业的市场导向战略实施路径,即“市场导向前因—市场导向组织变革—绩效结果”框架。
首先,基于组织变革理论,通过跨案例研究探讨了驱动我国制造型企业实施市场导向战略的动力,并构建了企业实施市场导向组织变革的动力机制框架。提出当前我国制造型企业进行市场导向组织变革的动力主要来自组织外部和内部：强制性、规范性和模仿性制度压力构成企业发展市场导向的外部情境动力；领导认知和行为构成企业发展市场导向的触发动力,提供了企业进行市场导向组织变革的愿意；人力资源管理、组织架构和信息技术使用等内部支持系统构成发展市场导向的使能动力,提供了企业进行市场导向组织变革的内部能力。
其次,通过对来自全国的235个制造型企业的问卷调查,实证检验了我国制造型企业实施市场导向战略的前因。基于制度理论,本文首次把企业面临的三种制度性压力纳入市场导向前因模型,发现组织内因和制度外因都对企业市场导向有显著影响。从影响程度来看,驱动企业实施市场导向战略的外部情境动力因素依次为：战略联盟、标准认证、标杆管理、市场竞争,而政府政策、人员流动和管理咨询的影响并不显著；驱动企业发展市场导向的内部动力因素依次为：领导者示范作用、部门间联系、领导者危机变革意识、基于市场的薪酬和培训、正式化以及信息技术使用,而领导者风险规避倾向和分权化的影响并不明显。
同时,基于235份问卷,本文还对企业市场导向的内因和外因进行了整合分析,提出并检验了我国制造型企业实施市场导向组织变革的动力机制模型。发现外部情境动力对企业市场导向不能产生直接效应,须通过内部动力即触发动力和使能动力对企业市场导向产生间接影响。而触发动力和使能动力对企业市场导向均有显著的直接促进作用。可见,在我国转型经济环境下,企业须对组织外部动力和内部动力进行整合管理,才能有效促进企业市场导向水平的提高。
最后,基于资源基础观,本文提出了市场导向对对我国制造型企业绩效的作用机制模型,并通过对全国476家制造型企业的问卷调查对模型进行了实证分析。发现市场导向对我国制造型企业的绩效不仅有直接影响,还通过学习导向和企业创新性产生间接影响。同时,企业规模对市场导向与企业绩效的关系有显著的调节效应,中小企业实施市场导向战略的绩效结果比大企业更显著,大企业需要努力提高组织的创新性,以便更有效地发挥市场导向对企业绩效的促进作用。
The market orientation (MO) concept, a cornerstone of modern marketing thought, stipulates corporates to achieve competitive advantages and supply unique value for customers. With the advance of the political and economic system reform in our country, MO has become many firms', especially successful firms, practice guidelines. However, in the MO literature, the contemporary academic interest focus on MO's definition, measurement and model issues, however, implementation issue of MO has not been payed enough attention always. In fact, the organization performance result is deeply influenced by the specific paths and methods of implementation process of MO, particularly in the early stage of marketing function, the degree and pattern of MO compared with western enterprises has big gap. So, this paper presents the implementation path of MO strategy of manufacturing firms in the transitional economic context, that is "antedents of MO—organization reform—performance result" framework.
Firstly, based on a cross case study on the manufacturing firms, this paper presents a conceptual framework incorporating change dynamics of the market orientation implementation from the theoretical perspective of organizational change. The findings indicate the dynamics of MO organization reform come from external organization and internal environment during the process of market orientation change, on one hand, institutional pressures composed by coercive, normative and mimetic institutional pressures are context dynamics; on the other hand, the perception and behavior of top managers are critical precipitating dynamics, which provide the willing of MO organizational reform; the internal supporting systems including HRM, organizational structure and use of IT are effective enabling dynamics, which provide the capabilities of MO organizational reform.
Secondly, based on questionnaire survey of235manufacturing firms, the paper empirically tests the antecedents of MO. This paper adapts the traditional model of antecedents of MO through introducing three institutional pressures into the model. The findings indicates both organizational factors and environmental factors all significantly affect the MO, in particular, the factors of include (in terms of importance weight) strategic alliance, standard certification, benchmarking; market turbulence and competitive pressure, while the roles of government policies, employee turnover and management consulting are not significant; the factors of precipitating dynamics and enabling dynamics include (in terms of importance weight):exemplification behavior of top leaders, inter-functional connectedness, crisis and change awareness, market-based reward system, market-based training, formalization and use of IT, while the impacts of risk aversion tendency of top managers and decentralization are not significant. Meanwhile, the dynamic mechanism model of MO organizational reform is also examined, the result shows:(1) the context dynamics only have indirect effect on MO through precipitating dynamics and enabling dynamics without direct effect on MO.(2) both precipitating dynamics and enabling dynamics not only have direct effect on MO, but is the critical mediating variables of the context dynamics. So, only the firms integrate the direct dymamics and indirect dynamics effectively, can the level of MO be advanced in the context of transitional economy.
Finally, through resource-based view and organizational strategy theory, this paper presents a model of influencing mechanism of MO upon firm performance. Based on a survey of476enterprises in mainland China, our research results show that:(1) MO, as critical organizational resource, has direct and positive effect upon organization performance;(2) MO also impact organization performance indirectly via learning orientation and innovativeness;(3) Firm size has significant moderating effect upon all links in the framework. Compared with big firms, market orientation in medium-small firms has stronger total effect on organization performance, except the direct effect, but also including indirect effect via learning orientation and innovativeness, but MO in big firms has vast majority of direct effect on organization performance, without significant indirect effect. In addition, some valuable managerial implications as how to improve business performance through developing MO are provided to managers.
首先,基于组织变革理论,通过跨案例研究探讨了驱动我国制造型企业实施市场导向战略的动力,并构建了企业实施市场导向组织变革的动力机制框架。提出当前我国制造型企业进行市场导向组织变革的动力主要来自组织外部和内部：强制性、规范性和模仿性制度压力构成企业发展市场导向的外部情境动力；领导认知和行为构成企业发展市场导向的触发动力,提供了企业进行市场导向组织变革的愿意；人力资源管理、组织架构和信息技术使用等内部支持系统构成发展市场导向的使能动力,提供了企业进行市场导向组织变革的内部能力。
其次,通过对来自全国的235个制造型企业的问卷调查,实证检验了我国制造型企业实施市场导向战略的前因。基于制度理论,本文首次把企业面临的三种制度性压力纳入市场导向前因模型,发现组织内因和制度外因都对企业市场导向有显著影响。从影响程度来看,驱动企业实施市场导向战略的外部情境动力因素依次为：战略联盟、标准认证、标杆管理、市场竞争,而政府政策、人员流动和管理咨询的影响并不显著；驱动企业发展市场导向的内部动力因素依次为：领导者示范作用、部门间联系、领导者危机变革意识、基于市场的薪酬和培训、正式化以及信息技术使用,而领导者风险规避倾向和分权化的影响并不明显。
同时,基于235份问卷,本文还对企业市场导向的内因和外因进行了整合分析,提出并检验了我国制造型企业实施市场导向组织变革的动力机制模型。发现外部情境动力对企业市场导向不能产生直接效应,须通过内部动力即触发动力和使能动力对企业市场导向产生间接影响。而触发动力和使能动力对企业市场导向均有显著的直接促进作用。可见,在我国转型经济环境下,企业须对组织外部动力和内部动力进行整合管理,才能有效促进企业市场导向水平的提高。
最后,基于资源基础观,本文提出了市场导向对对我国制造型企业绩效的作用机制模型,并通过对全国476家制造型企业的问卷调查对模型进行了实证分析。发现市场导向对我国制造型企业的绩效不仅有直接影响,还通过学习导向和企业创新性产生间接影响。同时,企业规模对市场导向与企业绩效的关系有显著的调节效应,中小企业实施市场导向战略的绩效结果比大企业更显著,大企业需要努力提高组织的创新性,以便更有效地发挥市场导向对企业绩效的促进作用。
The market orientation (MO) concept, a cornerstone of modern marketing thought, stipulates corporates to achieve competitive advantages and supply unique value for customers. With the advance of the political and economic system reform in our country, MO has become many firms', especially successful firms, practice guidelines. However, in the MO literature, the contemporary academic interest focus on MO's definition, measurement and model issues, however, implementation issue of MO has not been payed enough attention always. In fact, the organization performance result is deeply influenced by the specific paths and methods of implementation process of MO, particularly in the early stage of marketing function, the degree and pattern of MO compared with western enterprises has big gap. So, this paper presents the implementation path of MO strategy of manufacturing firms in the transitional economic context, that is "antedents of MO—organization reform—performance result" framework.
Firstly, based on a cross case study on the manufacturing firms, this paper presents a conceptual framework incorporating change dynamics of the market orientation implementation from the theoretical perspective of organizational change. The findings indicate the dynamics of MO organization reform come from external organization and internal environment during the process of market orientation change, on one hand, institutional pressures composed by coercive, normative and mimetic institutional pressures are context dynamics; on the other hand, the perception and behavior of top managers are critical precipitating dynamics, which provide the willing of MO organizational reform; the internal supporting systems including HRM, organizational structure and use of IT are effective enabling dynamics, which provide the capabilities of MO organizational reform.
Secondly, based on questionnaire survey of235manufacturing firms, the paper empirically tests the antecedents of MO. This paper adapts the traditional model of antecedents of MO through introducing three institutional pressures into the model. The findings indicates both organizational factors and environmental factors all significantly affect the MO, in particular, the factors of include (in terms of importance weight) strategic alliance, standard certification, benchmarking; market turbulence and competitive pressure, while the roles of government policies, employee turnover and management consulting are not significant; the factors of precipitating dynamics and enabling dynamics include (in terms of importance weight):exemplification behavior of top leaders, inter-functional connectedness, crisis and change awareness, market-based reward system, market-based training, formalization and use of IT, while the impacts of risk aversion tendency of top managers and decentralization are not significant. Meanwhile, the dynamic mechanism model of MO organizational reform is also examined, the result shows:(1) the context dynamics only have indirect effect on MO through precipitating dynamics and enabling dynamics without direct effect on MO.(2) both precipitating dynamics and enabling dynamics not only have direct effect on MO, but is the critical mediating variables of the context dynamics. So, only the firms integrate the direct dymamics and indirect dynamics effectively, can the level of MO be advanced in the context of transitional economy.
Finally, through resource-based view and organizational strategy theory, this paper presents a model of influencing mechanism of MO upon firm performance. Based on a survey of476enterprises in mainland China, our research results show that:(1) MO, as critical organizational resource, has direct and positive effect upon organization performance;(2) MO also impact organization performance indirectly via learning orientation and innovativeness;(3) Firm size has significant moderating effect upon all links in the framework. Compared with big firms, market orientation in medium-small firms has stronger total effect on organization performance, except the direct effect, but also including indirect effect via learning orientation and innovativeness, but MO in big firms has vast majority of direct effect on organization performance, without significant indirect effect. In addition, some valuable managerial implications as how to improve business performance through developing MO are provided to managers.
引文
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