The Relationship between Market Orientation and Organizational Performance：A Case of Bank Industry in Taiwan

• Main Authors: Tsung-Nan Lee, 李宗南
• Other Authors: Dau-Chao Chang
• Format: Others
• Language: zh-TW
• Published: 2004
• Online Access: http://ndltd.ncl.edu.tw/handle/74118303874031808454

碩士 === 東海大學 === 企業管理學系碩士班 === 92 === Researches on the relationships between market orientation and organizational performance have been developed for 14 years. Most of scholars think marketing concept is the fundament of market orientation and market orientation is the implement of marketing concept. There are numerous empirical studies that have examined the association between market orientation and organizational performance. Many studies have found a positive association between market orientation and organizational performance, but some studies have found no significant relationship. Some scholars interpret the mixed finding by another variables. Some scholars interpret the organizational learning and environmental turbulence between market orientation and organizational performance and explain no significant relationship. Learning capabilities become the major sources of business’s competition advantages, but it lacks the empirical studies to explain that a firm’s organizational learning is likely to indirectly affect organizational performance by facilitating the quality of market orientation’s behavior. For environmental turbulence, the domestic researches are within limits and found no significant relationship. Therefore, this research present a conceptual framework for incorporating organizational learning and environmental turbulence as the moderate variable between market orientation and organizational performance. The sample of this study has 500 banks in Taiwan Banking Industry by random sampling from 2,960 banks. The useful samples have 163（the recover percent is 32.6％）. Many quantitative methods, including t-test, ANOVA, multivariate analysis, and LISREL analysis, and used to test the hypothesis of this research. The major finding of this study are summarized as following:（1）Overall, the global model fit is acceptable. This empirical result supports the relationships among the market orientation, organizational learning, environmental turbulence, and organizational performance.（2）Market orientation has a positive impact on organizational performance.（3）Organizational learning has a positive moderate impact between market orientation and organizational performance.（4）Environmental turbulence has no significant moderate impact between market orientation and organizational performance.