Explaining the performance of the company using market orientation, innovation and relational advantage in manufacturing companies of Gilan province

Number of pages: 135 File Format: word File Code: 30777
Year: 2013 University Degree: Master's degree Category: Management
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  • Summary of Explaining the performance of the company using market orientation, innovation and relational advantage in manufacturing companies of Gilan province

    Academic Thesis for Master Degree

    Field: Business Management - Marketing Orientation

    Abstract:

    Objectives: The aim of this research is to investigate the impact of market orientation on the performance of manufacturing companies in Gilan province through innovation and competitive advantage.

    Methods: The statistical population of the research includes manufacturing companies in Gilan province, of which 36 out of a total of 1850 companies were surveyed and 136 The company was selected by random sampling. A questionnaire containing 61 questions was used to collect information in the field. Also, the structural equation test was used with the help of LISREL 8.53 software to test the research hypotheses. Findings and results: The research findings indicate the existence of the impact of market orientation on innovation and the impact of innovation on competitive advantage. Finally, it was found that competitive advantage also has a positive effect on performance. Keywords: market orientation, innovation, competitive advantage, performance Today, as a result of globalization, market liberalization and privatization, most business environments face major challenges to maintain their identity and continue their activities as efficient companies. For this reason, in most of the world's organizations, managers and organizational leaders are always seeking to upgrade and improve the performance of their organizations, because the performance of each company is the basis for the continued operation or closure of that company, in this way, identifying the factors affecting the performance of each production unit can help companies to improve their performance. This research seeks to investigate the indirect effect of market orientation on the performance of companies through the variables of innovation and competitive advantage. The study on the relationship between market orientation and performance is an important research field (Deshpande & Farley, 2004). One of the branches of this research field is the existence of mediating variables between these two concepts (Kirca et al. 2005) (Kirca et al., which is in the same direction. In this chapter, the generalities of the research are discussed. The statement of the problem, the importance and necessity of the research, the theoretical framework and hypotheses along with the conceptual and operational definitions and thematic, temporal and spatial fields are the things that will be discussed in this chapter.

    1-2) Statement Problem

    At the beginning of the 21st century, rapid and all-round global changes have transformed the environment of organizations' activities so much that organizations and their managers have to find new ways to adapt to global changes and developments so that they can remain in the scene of domestic and global competition (Fizi, 2016). By examining the performance of Iranian companies, we can witness the highly fluctuating and controversial trend of growth and investment return rates over the past ten years, and this in While the experts know the potential of the companies present in the Iranian market in terms of better performance, more than this (Yousfi, 2009), the examination of different views on performance shows that many variables can affect it. Naidoo in 2010, in the research he conducted on small and medium business enterprises in China, showed that the performance variable of a company is influenced by competitive advantage. In this research, it was shown that competitive advantage was influenced by market innovation and this variable is also influenced by market orientation (Naidoo, 2010). Many researches in the past have shown a direct and positive relationship between market orientation and performance (Narver & Slater, 1994). Also, research has shown that the missing link between market orientation and performance is innovation, and in fact, commitment to innovation along with market orientation will lead to higher performance (Narver & Slater, 1994). On the other hand, innovation can be an important source of competitive advantage, and companies can maintain their competitive advantage by using innovation (Naidoo, 2010), and finally, maintaining and developing their competitive advantage leads to better performance (Grant, 1998). Thus, the main question of the current research is as follows.

    Does market orientation affect the performance of companies through innovation and competitive advantage?

    1-3) The importance and necessity of research

    Investigating the performance of organizations is of particular importance because through this factor, management can be sure whether the organization has a better performance or not. Despite the importance of performance and its evaluation, it is also important to find out the effective and related factors because by knowing the relationship between the amount and intensity of the factors affecting the performance, it is possible to improve the performance by changing and manipulating them and take steps towards the growth of the organization.. In fact, evaluating the performance of companies and economic enterprises with similar activities and examining the results of their performance in a certain period, as well as identifying the variables affecting it, are considered important and strategic processes, which, in addition to determining the competitive position of the organization, play a significant role in continuous improvement and increasing the quality and effectiveness of the company's management decisions.

    In order to survive in the competitive scene and to be more effective, the medium and large manufacturing companies of Gilan province need to It has continuously improved its performance, and this also requires the knowledge of various strategies, including market-oriented strategies, competitive advantage and innovation. Knowing the different dimensions of the market or the market-oriented strategy helps the companies to be able to use this strategy to achieve their desired performance while familiarizing themselves with these dimensions and their position in this direction. This position consists of customers, competitors, and employees, which are respectively under the headings of customer-oriented, competitor-oriented, and inter-task coordination as components of market-oriented. Also, the adoption of a market-oriented strategy requires the acceptance of norms related to the collection of information and extensive organizational response to information related to actual and potential customers, and market-oriented companies must always improve their abilities in the field of communication with customers and better market identification. In addition, companies should be ahead of competitors in analyzing the market and responding to its needs, and they can do this by innovating in their products and services, as well as creating capabilities in themselves that create more value for the customer. Market-oriented companies have a competitive advantage in terms of the speed and effectiveness of their response to opportunities and threats (Slater, 2001) and the manifestation of this competitive advantage will be tangible in the superior performance of market-oriented companies. Innovation of manufacturing companies in Gilan province. 3. Measuring the competitive advantage of manufacturing companies in Gilan province. 4. Measuring the performance of manufacturing companies in Gilan province. 5. Testing the model presented in the present research. The theoretical framework is a logical, developed, described and complete network between variables that is provided through processes such as interview, observation and literature review of the subject (research background) (Khaki, 2007). The theoretical basis of the current research is the research that Naidoo conducted in 2010 and its model is as follows: Figure 1-1: Research model (Naidoo, 2010) Hypotheses 1-6 1. Market orientation has a positive effect on the innovation of manufacturing companies in Gilan province. 2. Innovation has a positive effect on the competitive advantage of manufacturing companies in Gilan province. 3. Competitive advantage has a positive effect on the performance of manufacturing companies in Gilan province. et al., 2008). In the current research, market orientation is measured based on customer-centered, competitor-centered structures and inter-task coordination by means of a questionnaire.

    Innovation: It means providing new products and services resulting from the application of creativity in different fields of the company's work. Also, innovation is the successful application of creative ideas in an organization. (Rhee et. al, 2010) This variable in this research is measured based on constructs such as production innovation and process innovation by means of a questionnaire. 

    Competitive advantage: competitive advantage is a factor with which an organization is able to create a defensive situation against its competition and includes capabilities that allow an organization to distinguish itself from others.

  • Contents & References of Explaining the performance of the company using market orientation, innovation and relational advantage in manufacturing companies of Gilan province

    Table of Contents:

    Table of Contents

    Title

    Abstract.    1

    Chapter One: General Research

    1-1) Introduction.    3

    1-2) statement of the problem.    3

    1-3) The importance and necessity of research.   4

    1-4) research objectives.    6

    1-5) Research theoretical framework.     6

    1-6) research hypotheses.    7

    1-7) conceptual and operational definitions of variables.   7

    1-8) research area.    8

    Chapter Two: Background and Research Literature

    The first part of organizational performance.   10

    2-1-1) Explanation of the concept of performance.   10

    2-1-2) Definition of organizational performance.    11

    2-1-3) Measuring organizational performance.   14

    2-1-4) Performance measurement approaches.   15

    2-1-5) criteria for measuring performance.   15

    2-1-6) The performance of companies from different perspectives.    16

    2-1-6-1) The performance of the company from the perspective of the customer market.   16

    2-1-6-2) Company performance from the point of view of factor markets.   18

    2-1-6-3) Company performance from the perspective of financial markets.   18

    2-1-7) The concept of organizational performance evaluation.    20

    2-1-8) The necessity of performance evaluation.    21

    2-1-9) Benefits of performance evaluation.   23

    2-1-10) Characteristics of a good performance measurement system.  24

    2-1-11) Objectives of evaluating organizational performance.   25

    2-1-12) organizational performance evaluation levels.   25

    2-2-12) traditional and new perspectives in performance evaluation.   38

    2-1-13) performance management.    39

    2-1-14) performance management at the organizational level.  42

    The second part: market orientation.   45

    2-2-1) The concept of market orientation.    45

    2-2-2) dimensions of market orientation.    47

    2-2-3) Template approaches in market orientation.   56

    2-2-4) The results of market orientation.    59

    The third part: Innovation.   62

    2-3-1) The concept of innovation.   62

    2-3-2) types of innovation.    62

    2-3-3) Basic approach to innovation.  64

    2-3-4) innovation process.    65

    The fourth part: competitive advantage.    66

    2-4-1) Concept and definition of competitive advantage.   66

    2-4-2) sustainable competitive advantage.    68

    2-4-3) Porter's generic strategies.   69

    The fifth part: Research background.    72

    Chapter Three: Research Method

    3-1) Introduction.    78

    3-2) research method.    78

    3-3) Research implementation process.   79

    3-4) Society and statistical sample.   79

    3-5) Information collection method. 80

    6-3) Data and information collection tools. 80

    3-7) Validity and reliability of measurement tools.   81

    3-7-1) Validity of the questionnaire.   81

    3-7-2) Questionnaire reliability.   81

    3-8) Data analysis method. 83

    Chapter Four: Analysis of data and information

    1-4) Introduction.    85

    4-2) Description of research variables.   85

    4-3) Checking the normality of the research variables (Klomogrof-Smirnov test). 89

    4-4) Investigating the status of research variables.   90

    4-5) Examining the research model.    90

    4-5-1) Basic research model in standard mode.   90

    4-5-2) Basic research model in the case of significant numbers.  91

    4-5-3) Examining significant indicators and fitting the model.  92

    4-5-4) Test of research hypotheses.    93

    Chapter Five: Conclusions and Suggestions

    5-1) Introduction.    96

    5-2) Research summary.    96

    5-3) Results of descriptive statistics.    97

    5-4) Results of inferential statistics.    98

    5-5) Comparison of the results of the current research with past research.  99

    5-6) Suggestions in line with the research results. 100 5-7) Suggestions for future research. 102

    Resources. 103

    Appendices. 110

     

     

     

     

     

     

    List of tables

    2-1) Organizational performance evaluation objectives.    24

    2-2) Classification of performance evaluation levels.   25

    2-3) Evaluation of devices and employees based on the new attitude compared to the traditional attitude. 39

    Table 3-1) Introduction of the research measurement tool. 80

    3-2) Cronbach's alpha coefficient.       82

    4- 1) Description of innovation variable.   85

    4-2) Variable description of competitive advantage.   86

    4-3) Description of market orientation variable.    87

    4-4) Description of performance variable.   88

    4-5) Kolmogorov-Smirnov test.  89

    4-6) T-test results of research variables.   90

    4-7) significant indicators and model fit.  93

    5-1) Comparison table of the present research with similar studies. 100        

    Source:

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Explaining the performance of the company using market orientation, innovation and relational advantage in manufacturing companies of Gilan province