Market orientation and organizational performance in telecommunication: The moderating role of strategic marketing
-
Received April 18, 2024;Accepted July 22, 2024;Published August 19, 2024
-
Author(s)Link to ORCID Index: https://orcid.org/0009-0009-7995-0220Link to ORCID Index: https://orcid.org/0000-0003-1715-2767Link to ORCID Index: https://orcid.org/0000-0002-9371-6176Link to ORCID Index: https://orcid.org/0009-0007-2565-4069
-
DOIhttp://dx.doi.org/10.21511/im.20(3).2024.13
-
Article InfoVolume 20 2024, Issue #3, pp. 158-169
- TO CITE АНОТАЦІЯ
- 105 Views
-
45 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
The study examines the influence of market orientation on the performance of mobile operators in the telecommunication industry and the moderating effect of strategic marketing on the relationship. Based on a cross-sectional survey of 286 management staff of the four largest mobile operators in Nigeria (MTN, Glo, 9Mobile, Airtel), an empirical evidence was established. The data were analyzed using descriptive statistics and Structural Equation Modeling (SEM). The SEM outlined the connection between the dimensions of market orientation and organizational performance. The findings revealed that inter-functional coordination (β = 0.485, t = 2.542, p = 0.013 < 0.05) and customer orientation (β = 0.245, t = 2.043, p = 0.038 < 0.05) significantly influence organizational performance, while competitor orientation (β = 0.159, t = 1.870, p = 0.065 < 0.05) has no discernible effect. It was also found that strategic marketing has a major impact on organizational performance (β = 0.466, t = 4.175, p = 0.000 < 0.05), but it has no moderating influence on the relationship between market orientation and organizational performance (β = 0.032, t = 0.445, p = 0.665 > 0.05). This implies that strategic marketing has a direct effect on organizational performance and not a moderating effect. Therefore, the study recommends that market orientation especially customer orientation and inter-functional coordination, as well as strategic marketing, should become a culture in the telecommunication industry.
- Keywords
-
JEL Classification (Paper profile tab)M31, M39, L25
-
References38
-
Tables5
-
Figures2
-
- Figure 1. Research model for the study
- Figure 2. PLS algorithm
-
- Table 1. Summary of descriptive analysis
- Table 2. Factor loadings, reliability and convergent validity
- Table 3. Discriminant validity (Fornell-Larcker criterion)
- Table 4. Heterotrait-Monotrait (HTMT) criterion
- Table 5. Bootstrapping
-
- Aghazadeh, H. (2015). Strategic marketing management: Achieving superior business performance through intelligent marketing strategy. Procedia – Social and Behavioral Sciences, 207, 125-134.
- Akanni, L. F., Oba, R. B., & Ishola, M. B. (2020). Strategic marketing practice, A panacea for achieving greater organization performance in the Nigerian telecommunication industries. Journal of the Business of Education (JTBE), 3(1), 100-111.
- Akeke, N. I, Akeke, A. R, Awolaja, A. M. & Oyebanji, M. O. (2021). Effects of strategic orientation on performance of telecommunication sector in Nigeria. Economics and Business Quarterly Reviews, 4(3), 200-207.
- Aminu, S. A. (2016). Market orientation and small and medium enterprises performance in Nigeria: A review. Ilorin Journal of Marketing, 3(1), 122-132.
- Bankole, O. A., Ogundipe, C. F., Ogundepo, Y. O., & Oghogho, V. O. (2020). Effects of marketing orientation on the performance of telecommunication firms in Ado-Ekiti. International Journal of Humanities and Social Science Invention, 9(3), 46-53.
- Bhasin, H. (2020). Organizational Performance Definition and Factors.
- Carroll, K., & Roundy, L. (2022). Cross-Sectional Study | Definition, Examples & Design.
- Chin, C. H., Lo, M. C., & Ramayah, T. (2013). Market orientation and organizational performance: The moderating role of service quality. Sage Open, 3(4), 1-14.
- Cuu, L. H., & Trang, B. T. (2021). Market orientation, corporate social responsibility, and Firm Performance: The moderating role of relationship marketing orientation. Cogent Business & Management, 8(1), 1-19.
- DipoOlatunbosun, O., & Sylva, W. (2021). Dominant typologies of strategic orientation in the Nigerian telecommunication sector: An empirical investigation. American International Journal of Business Management, 4(07), 29-38.
- Egberi, A. K., & Osio, E. J. (2019). Effect of market orientation on organizational performance (A study of the Nigerian Banking Industry). International Journal of Business and Social Science, 10(12), 93-102.
- Ejdys, J. (2014). Strategic orientation of Small and Medium Size Enterprises. Economics and Management, 19(4), 346-358.
- Ge, G. L., & Ding, D. Z. (2005). Market orientation, competitive strategy and firm performance: An empirical study of Chinese firms. Journal of Global Marketing,1 8(3-4), 115-142.
- Godden, W. (2004). Sample size formula.
- Gotteland, D., Shock, J., & Sarin, S. (2020). Strategic orientations, marketing proactivity, and firm market performance. Industrial Marketing Management, 91, 610-620.
- Gray, G. T., & Wert-Gray, S. (2022). Strategic market orientations and profit opportunities: Examining the role of product classification. Journal of Management and Marketing Research, 25, 1-12.
- Green, D. W. (2015). The purpose of a business is to get and keep a customer.
- Hussain, J., Rahman, W. & Shah, F. A. (2016). Market orientation and performance: The interaction effect of entrepreneurial orientation. Pakistan Journal of Commerce and Social Sciences (PJCSS), 10(2), 388-403.
- Hussain, J., Bibi, P., Ahmad, A. & Bilal, H. (2021). Disintegrated market orientation and firm performance: Moderating effect of entrepreneurial orientation. Journal of Accounting and Finance in Emerging Economies, 7(1),155-168.
- Iyer, P., Davari, A., Zolfagharian, M., & Paswan, A. (2019). Market orientation, positioning strategy, and brand performance. Industrial Marketing Management, 81, 16-29.
- Kotler, P., & Keller, K. (2008). Marketing management. New Jersey: Pearson.
- Lekmat, L., Selvarajah, C., & Hewege, C. (2018). Relationship between market orientation, entrepreneurial orientation, and firm performance in Thai SMEs: The mediating role of marketing capabilities. International Journal of Business and Economics, 17(3), 213-237.
- Masa’deh, R., Al-Henzab, J., Tarhini, A.,& Obeidat, B. Y. (2018). The associations among market orientation, technology orientation, entrepreneurial orientation, and organizational performance. Benchmarking: An International Journal, 25(8), 3117-3142.
- Narver, J. C., & Slater, S. F. (1990). The effects of a market orientation on business profitability. Journal of Marketing, 54(4), 20-35.
- Nwokah, N. G., & Hamilton-Ibama, E. L. (2016). Internal marketing and market orientation of mobiletelecommunication companies in Nigeria. European Journal of Business and Management, 8(33), 153-169.
- Olaposi, T. O., & Ayoola, P. O. (2021). Market orientation and performance of Small and Medium firms in Southwestern Nigeria. SAU Journal of Management and Social Sciences, 6(1), 103-115.
- Onditi, E. O. (2016). The relationship between market orientation and firm performance. European Journal of Business and Management, 8(32), 127-134.
- Puspaningrum, A. (2020). Market orientation, competitive advantage, and marketing performance of Small and Medium Enterprises (SMEs). Journal of Economics, Business, and Accountancy Ventura, 23(1), 19-27.
- Riswanto, A., Rasto, R., Hendrayati, H., Saparudin, M., Abidin, A. Z.,& Eka, A. P. (2020). The role of innovativeness-based market orientation on marketing performance of Small and Medium-Sized enterprises in a developing country. Management Science Letters, 10, 1947-1952.
- Sadeghzadeh, A., & Rostamzadeh, R. (2021). The role of internal marketing orientation and organizational citizenship behavior on performance: Testing the moderating role of business intelligence. International Journal of Business Information Systems, 37(4), 491-504.
- Salyovaa, S., Taborecka-Petrovicovaa, J., Nedelovaa, G., & Dado, J. (2015). Effect of marketing orientation on business performance: A study from Slovak Foodstuff Industry. Procedia Economics and Finance, 34, 622-629.
- Schulze, A., Townsend, J. D., & Talay, M. B. (2022). Completing the market orientation matrix: The impact of proactive competitor orientation on innovation and firm performance. Industrial Marketing Management, 103(3), 198-214.
- Shehu, A. M., & Mahmood, R. (2014). An empirical analysis of market orientation and business performance relationship in the context of a developing economy. International Journal of Academic Research in Business and Social Sciences, 4(9), 457-470.
- Tende, F. B., Onuoha, B. C., & Alagah, A. D. (2022). Innovative behavior and sustainable competitive advantage of telecommunications firms in South-South, Nigeria. Scholarly Journal of Business Administration, 11(1), 18-30.
- Udegbunam, O. (2022). Nigerian Telcos lose 17,030 subscribers in nine months.
- Ullah, I., Mirza, B., Kashif, A. R., & Abbas, F. (2019). Examination of knowledge management and market orientation, innovation and organizational performance: Insights from telecom sector of Pakistan. Knowledge Management & E-Learning, 11(4), 522-551.
- United Nations (UN) (2023). The Sustainable Development Goals Report 2023.
- Zulfikar, R. (2018). Marketing performance is influenced by marketorientation through value creation. Advances in Social Science, Education, and Humanities Research, 225, 291-297.
-
-
Conceptualization
Rereloluwa Deborah Akintola, Salome O. Ighomereho
-
Data curation
Rereloluwa Deborah Akintola, Salome O. Ighomereho, Taofeek Sola Afolabi
-
Investigation
Rereloluwa Deborah Akintola, Taofeek Sola Afolabi
-
Methodology
Rereloluwa Deborah Akintola, Salome O. Ighomereho, Taofeek Sola Afolabi
-
Project administration
Rereloluwa Deborah Akintola
-
Validation
Rereloluwa Deborah Akintola, Salome O. Ighomereho, Taofeek Sola Afolabi, Omoshalewa Maryam Ajayi
-
Visualization
Rereloluwa Deborah Akintola, Salome O. Ighomereho
-
Writing – review & editing
Rereloluwa Deborah Akintola, Taofeek Sola Afolabi, Omoshalewa Maryam Ajayi
-
Funding acquisition
Salome O. Ighomereho, Taofeek Sola Afolabi, Omoshalewa Maryam Ajayi
-
Resources
Salome O. Ighomereho, Taofeek Sola Afolabi, Omoshalewa Maryam Ajayi
-
Supervision
Salome O. Ighomereho
-
Writing – original draft
Salome O. Ighomereho
-
Formal Analysis
Taofeek Sola Afolabi
-
Software
Taofeek Sola Afolabi
-
Conceptualization
-
Non-financial factors affecting the operational performance of hospitality companies: Evidence from Vietnam
Trung Kien Phan , Thi Hong Thuy Nguyen , Thu Ha Dang , Van Thuan Tran , Kim Ngoc Le doi: http://dx.doi.org/10.21511/ppm.19(4).2021.05Problems and Perspectives in Management Volume 19, 2021 Issue #4 pp. 48-62 Views: 9061 Downloads: 1409 TO CITE АНОТАЦІЯNon-financial factors including quality of services, the flexibility of a company, utilization of resources, and market orientation are regarded as significant determinants that enhance the profitability-based performance of a service company or a hotel. The study investigated the interaction between these factors and hotel operating performance measured by the hospitality performance and results indicators. Data on 346 executives of Vietnam’s hospitality companies were collected. A structural equation modeling (SEM) method was utilized to examine the positive-direct and moderating effects of non-financial factors on hotel performance in terms of occupancy rate (OCR), average daily rate (ADR), and the revenue per available room (RevPAR). The findings showed that service quality ( = 0.118, p < 0.05), flexibility ( = 0.173, p < 0.05) and resource utilization (= 0.172, p < 0.05) positively affected the performance of Vietnam’s hospitality companies. Meanwhile, innovation showed no direct influence (p = 0.068) but an indirect impact on the performance through service quality ( = 0.311, p < 0.05). Market orientation did not impact the performance (p = 0.076) but it positively affected both innovation ( = 0.322, p < 0.05) and service quality ( = 0.146, p < 0.05). The study contributed to a theoretical enhancement of the current level of knowledge on the factors that affect the performance and developed a reliable scale for measuring the performance of hotels in Vietnam.
-
Corporate governance and financial performance: an empirical analysis of selected multinational firms in Nigeria
Gideon Tayo Akinleye , Odunayo Olarewaju , Bamikole Samson Fajuyagbe doi: http://dx.doi.org/10.21511/ppm.17(1).2019.02Problems and Perspectives in Management Volume 17, 2019 Issue #1 pp. 11-18 Views: 3386 Downloads: 568 TO CITE АНОТАЦІЯThis study focused on corporate governance and performance of selected Nigerian multinational firms from 2012 to 2016. Specifically, the study focused on the effect of board size, activism and committee activism on return on asset and firm growth rate. Secondary data collected from four multinational firms were analyzed via static panel estimation techniques. While board size and board activism exerted significant negative impact on return on asset, committee activism exerted insignificant impact. The results of the study further showed that board size and board activism exert insignificant negative impact on firm’s growth rate, while committee activism insignificantly spurs firm’s growth rate. Decisively, discoveries from this study reflect that corporate governance has significant negative impact on return on asset, but has insignificant influence on the growth rate of Nigerian multinational firms. Based on these findings, the authors recommended that corporate governance dynamics in firms world over should be reconsidered, such that it gives credence to more than just numbers of persons or meetings held, but the main reasons and deliberations in such meetings. It was also recommended that excessive increase in magnitude or frequency of meetings held by board of directors cum committee should be avoided.
-
The impact of strategic human resources planning on the organizational performance of public shareholding companies in Jordan
Shaker Al-Qudah , Abdallah Mishael Obeidat , Hosam Shrouf , Mohammed A. Abusweilem doi: http://dx.doi.org/10.21511/ppm.18(1).2020.19Problems and Perspectives in Management Volume 18, 2020 Issue #1 pp. 219-230 Views: 3164 Downloads: 3258 TO CITE АНОТАЦІЯPerformance management (PM) is a common practice used by organizations to assess and manage employees’ work. Much of PM research is closely related to management practices. Corporations in the public and nonprofit sector continuously develop PM programs to ensure the sustainability of their organizations.
The study aims to analyze the impact of strategic human resources planning on the organizational performance of Jordanian public shareholding companies for senior management and functional unit managers (human resources, marketing, finance, and accounting). The researchers surveyed all the public shareholding companies registered with the Jordan Securities Commission (JSC) in 2019, wherein they found that only 60 companies applied strategic planning and human resources planning (HRP) together. Two hundred and twenty questionnaires were distributed in 52 companies surveyed, and 203 were adopted for statistical analysis. Several statistical methods were used, most notably the multiple regression analysis. The researchers found out a statistically significant impact of the strategic human resources planning (integration of HRP and strategic planning; strategic participation) on organizational performance. The results showed that adopting the strategic HRP dimensions leads to an increase in an organization’s overall productivity, employee satisfaction and reputation, as well as reduced operating costs. HR managers must understand the effectiveness of strategically designed HR practices across functions.