Effects of Market Orientation and Relationship Orientation with Suppliers on Business Performance in Animal Clinic Industry: Moderating Effects of Entrepreneur's Characteristics and Clinic Location (Effects of Market Orientation and Relationship Orientation with Suppliers on Business Performance in Animal Clinic Industry: Moderating Effects of Entrepreneur's Characteristics and Clinic Location)

서지정보

· 발행기관 : 한국마케팅과학회
· 수록지 정보 : Journal of Global Scholars of Marketing Science(마케팅과학연구) / 18권 / 2호 / 175 ~ 206페이지
· 저자명 : 유동근, 이용기, 서승원

초록

This study developed a model to empirically investigate the effects of market orientation
and relationship orientation with suppliers on business performance and examine the
moderating effects of entrepreneur's characteristics (working tenure) and clinic's location.
The data was collected from 200 animal clinics which belong to Korean Animal
Hospital Association (KAHA)'s national conference in April, 2007. Descriptive statistic,
factor analysis, reliability analysis, and regression analysis were conducted to analyze the
data using SPSS/PC+ 12.0.
The findings are as follows. First, the market orientation of animal clinics influences
significantly both financial and non-financial performance. When the moderating effect of
entrepreneur's working tenure is considered, market orientation has significant effect on
animal clinic's financial and non-financial performance. However, when the moderating
effect of animal clinic's location is considered, market orientation has not significant
effect on animal clinic's financial and non-financial performance.
Second, animal clinic's relationship orientation with suppliers mostly affects the
financial and non-financial performance significantly. When entrepreneur's working tenure
in the clinic is longer (above 4 years group), relationship orientation with suppliers
significantly affects both financial and non-financial performance. Meanwhile, when the
entrepreneur's working tenure in the clinic is shorter (less than 3 years group),
relationship orientation with suppliers doesn't affect clinic's financial performance but
affect non-financial performance partially. In other words, when entrepreneur's working tenure is shorter (less than 3 years group), market orientation more influences on clinic's
financial and non-financial performance while relationship orientation with suppliers does
less. It is thought that their relation with suppliers and relationship orientation activities
with suppliers are less strongly established and maintained yet. So, they primarily focus
on market orientation strategy when entrepreneur's working tenure is shorter.
Third, when animal clinics are located in non-metropolitan area, relationship orientation
with suppliers significantly affects financial and non-financial performance. However,
when animal clinics are located in metropolitan area, it doesn't affect financial and
non-financial performance either. It is thought that animal clinics which are located in
non-metropolitan area need stronger relationship with suppliers and need support more
from them as most of suppliers actively work in metropolitan area not in the
non-metropolitan area and animal clinics in metropolitan area can easily get better market
information than animal clinics in non-metropolitan area.
Lastly, while the effect of the market orientation significantly influences animal clinic's
business performance continuously, the effect of the relationship orientation differently
influences business performance as it is moderated by entrepreneur's working tenure and
animal clinic's location. So, relationship orientation with suppliers can be selectively
applied to improve the clinic's financial and no-financial performance.
In summary, both of animal clinic's marketing orientation and animal clinic's
relationship orientation with suppliers positively influence their business performance.
However, entrepreneur's working tenure and animal clinic location moderate the
relationship between market orientation and relationship orientation and their business
performance differently.
This study is quite meaningful to empirically investigate the effects of both of market
orientation and relationship orientation with suppliers on business performance and
examine the moderating effects of entrepreneur's characteristics (working tenure) and
clinic's location. And, as this kind of study has been very few in the context of animal
clinic industry, it helps practically understand the effects of market orientation and
relationship orientation with suppliers on the financial and non-financial performance in
animal clinic industry.
Furthermore, as the market conditions in animal clinic industry have been in difficulty
for a few years, this study can help improve animal clinic's financial and non-financial
business performance together with their suppliers as business partners. Lastly, this
study can help find mid-term and long-term cooperation between animal clinics and their suppliers.
This study has some limitations. So, care should be taken when generalizing the
results of the study. First, our samples were collected from only the animal clinics
industry. However, a comparison of the results presented here with those form other
marketing contexts (e.g., general hospitals) would be worthwhile. Future comparative
research will enhance the generality of our contingency theory cross industry context.
Second, this study found that market orientation and relationship orientation affect
business performance. However, there may be other antecedents, such as internal market
orientation and relationship orientation with customers. Also, this research did not
consider other moderators, such as overall market conditions, competitive situations, and
power/conflict between suppliers and buyers in the relationship between market and
relationship orientation and business performance.

영어초록

This study developed a model to empirically investigate the effects of market orientation
and relationship orientation with suppliers on business performance and examine the
moderating effects of entrepreneur's characteristics (working tenure) and clinic's location.
The data was collected from 200 animal clinics which belong to Korean Animal
Hospital Association (KAHA)'s national conference in April, 2007. Descriptive statistic,
factor analysis, reliability analysis, and regression analysis were conducted to analyze the
data using SPSS/PC+ 12.0.
The findings are as follows. First, the market orientation of animal clinics influences
significantly both financial and non-financial performance. When the moderating effect of
entrepreneur's working tenure is considered, market orientation has significant effect on
animal clinic's financial and non-financial performance. However, when the moderating
effect of animal clinic's location is considered, market orientation has not significant
effect on animal clinic's financial and non-financial performance.
Second, animal clinic's relationship orientation with suppliers mostly affects the
financial and non-financial performance significantly. When entrepreneur's working tenure
in the clinic is longer (above 4 years group), relationship orientation with suppliers
significantly affects both financial and non-financial performance. Meanwhile, when the
entrepreneur's working tenure in the clinic is shorter (less than 3 years group),
relationship orientation with suppliers doesn't affect clinic's financial performance but
affect non-financial performance partially. In other words, when entrepreneur's working tenure is shorter (less than 3 years group), market orientation more influences on clinic's
financial and non-financial performance while relationship orientation with suppliers does
less. It is thought that their relation with suppliers and relationship orientation activities
with suppliers are less strongly established and maintained yet. So, they primarily focus
on market orientation strategy when entrepreneur's working tenure is shorter.
Third, when animal clinics are located in non-metropolitan area, relationship orientation
with suppliers significantly affects financial and non-financial performance. However,
when animal clinics are located in metropolitan area, it doesn't affect financial and
non-financial performance either. It is thought that animal clinics which are located in
non-metropolitan area need stronger relationship with suppliers and need support more
from them as most of suppliers actively work in metropolitan area not in the
non-metropolitan area and animal clinics in metropolitan area can easily get better market
information than animal clinics in non-metropolitan area.
Lastly, while the effect of the market orientation significantly influences animal clinic's
business performance continuously, the effect of the relationship orientation differently
influences business performance as it is moderated by entrepreneur's working tenure and
animal clinic's location. So, relationship orientation with suppliers can be selectively
applied to improve the clinic's financial and no-financial performance.
In summary, both of animal clinic's marketing orientation and animal clinic's
relationship orientation with suppliers positively influence their business performance.
However, entrepreneur's working tenure and animal clinic location moderate the
relationship between market orientation and relationship orientation and their business
performance differently.
This study is quite meaningful to empirically investigate the effects of both of market
orientation and relationship orientation with suppliers on business performance and
examine the moderating effects of entrepreneur's characteristics (working tenure) and
clinic's location. And, as this kind of study has been very few in the context of animal
clinic industry, it helps practically understand the effects of market orientation and
relationship orientation with suppliers on the financial and non-financial performance in
animal clinic industry.
Furthermore, as the market conditions in animal clinic industry have been in difficulty
for a few years, this study can help improve animal clinic's financial and non-financial
business performance together with their suppliers as business partners. Lastly, this
study can help find mid-term and long-term cooperation between animal clinics and their suppliers.
This study has some limitations. So, care should be taken when generalizing the
results of the study. First, our samples were collected from only the animal clinics
industry. However, a comparison of the results presented here with those form other
marketing contexts (e.g., general hospitals) would be worthwhile. Future comparative
research will enhance the generality of our contingency theory cross industry context.
Second, this study found that market orientation and relationship orientation affect
business performance. However, there may be other antecedents, such as internal market
orientation and relationship orientation with customers. Also, this research did not
consider other moderators, such as overall market conditions, competitive situations, and
power/conflict between suppliers and buyers in the relationship between market and
relationship orientation and business performance.

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