An Interpretative Structural Model of Market Orientation in Textile Industry
محورهای موضوعی : Branding and Business in the Textile Industry
shiva savabieh
1
(Department of Management, Yazd Branch, Islamic Azad University, Yazd, Iran)
Shahnaz Nayebzadeh
2
(Professor, Department of Management, Yazd Branch, Islamic Azad University, Yazd, Iran)
Ramin Abghari
3
(Department of textile, Yazd Branch, Islamic Azad University, Yazd, Iran)
Seyedhasan Hataminasab
4
(Department of Management, Yazd Branch, Islamic Azad University, Yazd, Iran)
کلید واژه: Interpretive Structural Model, Textile industry, : Market orientation,
چکیده مقاله :
Given the limited number of quantitative and qualitative research in the field of textile marketing management, the present study aimed to identify the related significant global indicators in the last decade. To this end, an interpretative structural model was developed in the textile industry using a mixed-method study. In the first phase, more than 63 articles, related to the subject of marketing in the field of the textile industry, were selected and reviewed via conducting a systematic literature review. The content analysis of texts was performed by running the NVivo software, which resulted in 14 variables along with their indicators impacting market orientation. In the second phase, the Interpretive Structural Modeling (ISM) method was performed to identify the relationship among these indicators by evaluating them, obtaining interaction among trends and variables, and establishing the final model. The present model indicated that the factors affecting market orientation (i.e., the components of competitive performance variables, financial performance, organizational structure, dynamics among organizational units, comprehensive quality management, tendency to learn, tendency to entrepreneurship, strategic management of human resources, innovation ability, marketing ability, information and communication capability, competition structure, and business strategy) had high driving power and dependence. In other terms, the performance of organizations in the market depends on the improvement of these components.
Given the scarcity of quantitative and qualitative research in textile marketing management, the present study aimed to identify the significant global indicators in the last decade. To this end, an interpretative structural model was developed in the textile industry using a mixed-method study. In the first phase, more than 63 articles related to the subject of marketing in the field of the textile industry were selected and reviewed via conducting a systematic literature review. In the first phase, more than 63 articles related to the subject of marketing in the field of the textile industry were selected and reviewed via a systematic literature review. In the second phase, the Interpretive Structural Modeling (ISM) method was performed to identify the relationship among these indicators by evaluating them, obtaining interaction among trends and variables, and establishing the final model. The present model indicated that the factors affecting market orientation (i.e., the components of competitive performance variables, financial performance, organizational structure, dynamics among organizational units, comprehensive quality management, tendency to learn, tendency to entrepreneurship, strategic management of human resources, innovation ability, marketing ability, information and communication capability, competition structure, and business strategy) had high driving power and dependence. The results revealed that the performance of organizations in the market depends on the improvement of these components.
1) Bititci, U., Garengo, P., Dörfler, V., & Nudurupati, S. (2012). Performance measurement: challenges for tomorrow. International journal of management reviews, 14(3), 305-327.
2) Nadkarni, S., & Herrmann, P. (2010). CEO personality, strategic flexibility, and firm performance: The case of the Indian business process outsourcing industry. Academy of Management Journal, 53(5), 1050–1073.
3) Sun, Y. (2021). Research on the Relationship between Marketing Strategy and Brand Development of Apparel Companies Based on Data Mining Technology. In E3S Web of Conferences (Vol. 275, p. 01062). EDP Sciences.
4) Möhlmann, M. (2015). Collaborative consumption: determinants of satisfaction and the likelihood of using a sharing economy option again. Journal of Consumer Behavior, 14(3), 193-207.
5)Dogbe, C. S. K., Tian, H. Y., Pomegbe, W. W. K., Sarsah, S. A., & Otoo, C. O. A. (2020). Market orientation and new product superiority among small and medium-sized enterprises (SMEs): the moderating role of innovation capability. International Journal of Innovation Management, 24(05), 2050043
6)Doyle, P., & Stern, P.(2009).Marketing management and strategy.person publishing.
7) Lee, W. J., O’Cass, A., & Sok, P. (2020). How and when does the brand orientation-market orientation nexus matter? Journal of Business & Industrial Marketing, 35(2), 349–361.
8) O'Cass, A., & Ngo, L. V. (2011). Winning through innovation and marketing: Lessons from Australia and Vietnam. Industrial marketing management, 40(8), pp 1319-1329.
9) Ellis, P. D. (2006). Market orientation and performance: A meta‐analysis and cross‐national comparisons. Journal of Management Studies, 43(5), 1089-1107.
10) Talaja, A., Miočević, D., Pavičić, J., & Alfirević, N. (2017). Market orientation, competitive advantage and business performance: Exploring the indirect effects. Društvena istraživanja, 26(4), 583-604.
11) Kakapour, S., Morgan, T., Parsinejad, S., & Wieland, A.(2016).Antecedents of corporate entrepreneurship in Iran: the role of strategic orientation and opportunity recognition.Journal of Small Business&Entrepreneurship,28 (3) , 251-266.
12) WHDP, U. G. (2015). RELATIONSHIP BETWEEN MARKET ORIENTATION AND ORGANIZATIONAL PERFORMANCE (Doctoral dissertation, University of Ruhuna).
13) Narver, J. C., & Slater, S. F. (1990). The effect of a market orientation on business profitability. Journal of marketing, 54(4), 20-35.
14) Gupta, V. K., Atav, G. & Dutta, D. K. (2019). Market orientation research: A qualitative synthesis and future research agenda. Review of Managerial Science, 13(4), 649-670.
15) Jaworski, B. J. & Kohli, A. K. (2017). Conducting field-based, discovery-oriented research: lessons from our market orientation research experience. AMS Review, 7(1-2), 4-12.
16) Shapiro, B. P. (1988).What the hell is market oriented? Harvard Business Review, 66, 119- 125
17) Kohli, A. K., & Jaworski, B. J. (1990, April). Market orientation: The construct, research propositions, and managerial implications. Journal of Marketing, 54, 1 – 18.
18) urkan Dursun & Ceyhan Kilic, 2017. "Conceptualization and Measurement of Market Orientation: A Review with a Roadmap for Future Research," International Journal of Business and Management, Canadian Center of Science and Education, vol. 12(3), pages 1-1, February.
19) Osuagwu, L. (2016). A Model of Strategic Marketing Decision Premises. International Journal of Marketing Studies, 8(3), 145–153. https://doi.org/10.5539/ijms.v8n3p145
20) Fernandes, C. I., Ferreira, J. J., Lobo, C. A., & Raposo, M. (2020). The impact of market orientation on the internationalization of SMEs. Review of International Business and Strategy.
21) Sundström, A., Hyder, A. S., & Chowdhury, E. H. (2020). Market-oriented CSR implementation in SMEs with sustainable innovations: an action research approach. Baltic Journal of Management
22) Hernández-Linares, R., Kellermanns, F. W., & López-Fernández, M. C. (2020). Dynamic capabilities and SME performance: The moderating effect of market orientation. Journal of Small Business Management, 1-34.
23) Maydeu‐Olivares, A., & Lado, N. (2003). Market orientation and business economic performance. International Journal of Service Industry Management.
24) Javalgi, R. R. G., Whipple, T. W., Ghosh, A. K., & Young, R. B. (2005). Market orientation, strategic flexibility, and performance: implications for services providers. Journal of Services Marketing.
25) Yang, Z., Deng, L. J., & Fang, E. (2010). Market orientation, strategic flexibility and performance: The moderating effect of environmental uncertainty. China Soft Science, 46(9),
26) Aydin, H. (2020). Market orientation and product innovation: the mediating role of technological capability. European Journal of Innovation Management.
27) Armario, J. M., Ruiz, D. M., & Armario, E. M. (2008). Market orientation and internationalization in small and medium‐sized enterprises. Journal of Small Business Management, 46(4), 485-511.
28) Wang, Y., Zeng, D., Di Benedetto, C. A., & Song, M. (2013). Environmental determinants of responsive and proactive market orientations. Journal of Business & Industrial Marketing.
29) Velean, D., Shoham, A., & Asseraf, Y. (2014). Conceptualization of MILE orientation (market innovative learning entrepreneurial) for global businesses. Procedia-Social and Behavioral Sciences, 109, 837-840.
30) Creswell, J. W., & Clark, V. L. P. (2017). Designing and conducting mixed methods research. Sage publications.
31) Neuendorf, K. A. . (2002): the Content analysis guidebook, London, sage pub.
32) Ravi, V. & Shankar, R. (2005). "Analysis of Interactions among the Barriers of Reverse Logistics”. Technological Forecasting & Social Change, 72, 1011– 1029.
33) Kannan G, Haq AN. (2007). Analysis of interactions of criteria and sub-criteria for the selection of supplier in the built-in-order supply chain environment. International Journal of Production Research; 45(17):pp.3831–52
34) Tizro, A. Azar, A. Ahmadi, R., Rafiee, M. (2011). Presentation agility model of the Zob ahan stock supply chain. Journal of Industrial management, 3(7), 17-36. (In Farsi)
35)Thakkar J., Patel A.D., Kanda A., Deshmukh S.G. 2008. Interpretive Structural Modeling Of IT-Enablers for Indian Manufacturing SMEs. InformationManagement & Computer Security; 16(2): 113-136.
36) Warfield, J.W. (1974). Developing interconnected matrices in structural modelling, IEEE transcript on systems, Men and Cybernetics, 4(1): 51-81.
37) Tavakoli, N., Akram, A., Sharifi, M., Teimoury, E. (2016). Analysis of classification criteria in the combine-owners distribution chain agility by using SAW method, Fars Province. National Conference on Research and Technology Finding in Natural and Agricultural Ecosystems. October 19, 2016, Tehran, Iran. (In Farsi
38)Ravi, V. & Shankar, R. (2005). "Analysis of Interactions among the Barriers of Reverse Logistics”. Technological Forecasting & Social Change, 72, 1011– 1029.
39) Habib, M. A., Bao, Y., & Ilmudeen, A. (2020).The impact of green entrepreneurial orientation, market orientation and green supply chain management practices on sustainable firm performance. Cogent Business & Management,7(1), 1743616
40) Wahyuni, N. M., & Sara, I. M.(2020).The effect of entrepreneurial orientation variables on business performance in the SME industry context.Journal of Workplace Learning
41) Shafique, I., & Saeed, M.(2020).Linking elements of entrepreneurial orientation and firm performance: examining the moderation of environmental dynamism. Middle East Journal of Management, 7(1), 93-108.
42) Wei, L. Q., & Lau, C. M.(2008).The impact of market orientation and strategic HRM on firm performance: The case of Chinese enterprises. Journal of International Business Studies, 39(6), 980-995.
43) Aryanto, V. D. W., Wismantoro, Y., & Widyatmoko, K.(2020). Implementing Eco-Innovation by Utilizing the Internet to Enhance Firm's Marketing Performance: Study of Green Batik Small and Medium Enterprises in Indonesia. In Disruptive Technology: Concepts, Methodologies, Tools, and Applications (pp. 1290-1307).IGI Global.
44) Takata, H. (2016). Effects of industry forces, market orientation, and marketing capabilities on business performance: An empirical analysis of Japanese manufacturers from 2009 to 2011. Journal of Business Research, 69(12), 5611-5619.
45)Tseng, P. H., & Liao, C. H.(2015).Supply chain integration, information technology, market orientation and firm performance in container shipping firms.The International Journal of Logistics Management.
46) Green, K. W., Inman, R. A., Brown, G., & Willis, T. H.(2005). Market orientation: relation to structure and performance.Journal of Business & Industrial Marketing.
47) Song, M., & Parry, M. E. (2009).The desired level of market orientation and business unit performance. Journal of the Academy of Marketing Science, 37(2), 144-160.
48) Abdollahi, H., Razm, K., & Tan, H.(2014).TQM and market orientation's impact on SMEs & quot; performance.Management Science Letters, 4(5), 887-892.
49) Ahmadi, Z. (2019).Moderating effects on the market orientation and strategic performance relationship in public housing.Baltic Journal of Management.
50) Murray, J. Y., Gao, G. Y., & Kotabe, M. (2011). Market orientation and performance of export ventures: the process through marketing capabilities and competitive advantages. Journal of the Academy of Marketing Science, 39(2), 252-269.
51)Sheikh, A. A., Shahzad, A., & Ku Ishak, A. (2017).The impact of market orientation, top management support, use of e-marketing and technological opportunism on the firm performance. A mediated moderation and moderated mediation analysis. Abasyn Journal of Social Sciences, 10(2), 212-234.
52) Udriyah, U., Tham, J., & Azam, S. (2019).The effects of market orientation and innovation on competitive advantage and business performance of textile SMEs. Management Science Letters, 9(9), 1419-1428
53) Green, K. W., McGaughey, R., & Casey, K. M. (2006). Does supply chain management strategy mediate the association between market orientation and organizational performance?. Supply Chain Management: An International Journal.
