An integrated frame work for marketing in an organizational :|the case of Turkey

Abstract

In this dissertation, the main objective is to assess the relationships between organizational orientation, strategic orientation, organizational culture, organizational capabilities, organizational form, and organizational performance, employee responses and customer satisfaction. Second, it is aimed to discover whether the relationships between these organizational dimensions and organizational performance is moderated by organizational learning, innovation and by market turbulence, competitive intensity, technological turbulence and market growth. In the introduction, the importance of marketing in an organizational setting has been explored. The scope and objectives of the study are also provided in this section. A thorough and comprehensive review of literature has been presented in the second section. A comprehensive conceptual model, which includes various organizational dimensions together with their consequences and moderating factors, is presented in the third section. After discussing the importance of each variable for the model, a selected part of it has been used for empirical purposes. For the collection of empirical data, 152 managers of strategic business units in the Turkish market were directed a carefully designed questionnaire. SPSS 12.0 has been used for the statistical part of the study. Pearson correlation, One-way ANOVA, T-test, Fisher's Z-tests, and multiple regression analyses have been conducted for the test of the hypotheses.The findings suggest that market orientation, proactiveness, futurity and riskiness strategic orientations lead to higher business performance, more favorable employee responses and higher customer satisfaction. Organizational innovation and market turbulence moderate the relation between market orientation and performance whereas organizational learning and market-related factors moderate some parts of the relations between strategic orientation and performance. Adhocracy culture positively and hierarchy culture negatively affects performance, employee responses and customer satisfaction. Organizational innovation, organizational learning, competitive intensity and market growth are the moderating factors for the relation between some forms of organizational culture and performance. Organizational capabilities all contribute positively to performance and employee responses. Excel at spanning capabilities also improves customer satisfaction. Technological turbulence and market growth moderate the relation between spanning capabilities and performance. Relational and network forms affect performance and employee responses positively whereas hierarchical forms affect them negatively. Organizational innovation, learning, and market-related factors act as contingency factors for the relations between some organizational forms and performance measures. Finally, numerous implications have been proposed for managers, researchers and future research areas are designated. This study contributes to the relevant literature by providing a comprehensive literature review, theoretical framework, and empirical study on the selected topics.