The relationship between internal customer orientation and market orientation: Empirical study of the Taiwan railway administration

• Main Authors: Chia-Chi Tai, 戴家祺
• Other Authors: Wein-Hai Chei
• Format: Others
• Language: zh-TW
• Published: 2006
• Online Access: http://ndltd.ncl.edu.tw/handle/67743099458841330724

碩士 === 國立東華大學 === 企業管理學系 === 94 === 英文摘要 The relationship between internal customer orientation and market orientation: Empirical study of the Taiwan railway administration. Student：Chia Chi Tai, Advisors：Dr. Wen hai Chih, Ph.D. Department of Business Administration National Dong Hwa University ABSTRACT Marketing literature has emphasized the importance of developing a market orientation within an organization. Implicit in some of this literature is the notion that to develop a market orientation, employees should be encouraged not to only focus on the needs of the end customer but also to recognize other employees as internal customers. This research discusses and empirically tests the nature of the relationship between an internal customer orientation and a market orientation. Internal marketing and management processes and organizational dynamics are proposed as antecedents to the development of an internal customer orientation and the direct and indirect effect of these variables on market orientation are examined. The results are based on a study of the Taiwan railway administration. Depending on the analysis of real evidences, this research results to three main implications: 1. Research Theory Model Fit Discovery According to the fit test of Linear Structure Equation, it is pointed that the whole theory model of this study completes the standard of the fit test. Moreover, it evidences that this model can be supported. To sum up, the result shows the indeed influential relationship among the twelve concepts. 2. The relationship between internal customer orientation and market orientation. The primary purpose of this study was to explore the relationship between internal customer orientation and market orientation. The strength of the relationship found between these orientations indicates that an internal customer orientation is important for the development of a market orientation. From a managerial perspective, an organization should strive to develop, maintain, and enhance both an internal customer and a market orientation concurrently. Without an emphasis on satisfying the requirements of employees, superior value will not be provided at every stage of the value chain and therefore, the end customer will not receive the optimal product or service. Not only does internal customer orientation have a direct effect on market orientation, but it also mediates the relationships between various antecedents and market orientation. 3. The Influential Relationship among training, management support, internal communication, personnel management, involvement in external communication, organizational commitment, intelligence generation, intelligence dissemination, interdepartmental integration, interdepartmental conflict, internal customer orientation and market orientation. To internal customer orientation, training, internal communication, personnel management, intelligence dissemination, interdepartmental integration and interdepartmental conflict lead a direct relationship. Training, management support, involvement in external communication, organizational commitment, intelligence generation and interdepartmental conflict has a direct effect on market orientation. However, training and interdepartmental conflict guides an indirect relationship on market orientation via internal customer orientation.