This study analyzed the impact of marketing capabilities and market orientation on business performance of social economy enterprises, rather than general enterprises, in a society where the environment is rapidly changing. In particular, we investiga...
This study analyzed the impact of marketing capabilities and market orientation on business performance of social economy enterprises, rather than general enterprises, in a society where the environment is rapidly changing. In particular, we investigated how marketing capabilities, such as price competitiveness, distribution competitiveness, and marketing communication capabilities, and market orientation factors, including interdepartmental cooperation, customer orientation, and competitor orientation, affect social and economic performance. In particular, we also conducted research on whether inter-departmental cooperation and market disruption have a moderating effect on market orientation and management performance.
This study collected data through a one-month survey of 216 executives and employees of domestic social economy enterprises, and analyzed structural relationships using the partial least squares method. As a result of the study, it was confirmed that marketing capabilities strengthen market orientation, which in turn leads to improved management performance. In particular, it has been proven that price competitiveness, distribution competitiveness, and marketing communication ability play an important role in increasing market orientation, and that market orientation has a positive impact on social and economic performance.
The results of the study show that market orientation plays an important mediating role between marketing capabilities and management performance. Additionally, interdepartmental cooperation was found to have a greater impact on economic performance in an environment with high market volatility. This suggests that internal cooperation plays an important role in a changing market environment.
The academic implications of the study are important in that they emphasize the importance of marketing capabilities and market orientation and empirically demonstrate their impact on business performance. In practice, it provides important guidance for social economy enterprises to establish and implement marketing strategies. From a policy perspective, it emphasizes the need to develop policies to strengthen the marketing capabilities of social economy enterprises and promote market orientation. In particular, this suggests that interdepartmental cooperation is more important for small social economy enterprises.
Lastly, this study is limited to domestic social economy enterprises, so generalization is limited, and additional research is needed on the scope and definition of marketing capabilities, research methodology, and understanding of market volatility. Considering these limitations, a variety of methodological approaches and a broad expansion of research subjects are needed to gain more in-depth understanding and insight into the management strategies and policy development of social economy enterprises.