호텔기업 문화가 시장지향성과 성과에 미치는 영향에 관한 연구

다국어 초록 (Multilingual Abstract)

The purpose of this study is to determine effects of the cultural type of hotel business in Korean on market orientation and effects of the orientation on organizational members' organizational committment, job satisfaction and customer orientation and on subjective performance parameters such as improvement in the committment and objective performance indices such as market share. For the purpose, this researcher surveyed special 1st and 2nd class hotel businesses around the nation.
The result of the study can be summarized and bring suggestions as follows ;
First, effects of cultural types such as reform, relationship, hierarchy and task orientations on market orientation were analyzed. As a result, it was found that the culture of hierarchy orientation negatively influenced market orientation, while that of either reform or relationship orientation positively.
This indicates that market orientation become higher when hotel businesses emphasize organizational changes and reforms to cope with environmental changes, consider creativity and challenge as valuable, respect harmony, solidarity and teamwork among organizational members and take more care of and pay more attention to such members. In contrast, hotel organizations that are passive about changes and reforms while sticking to conventional procedures, rules and hierarchy had negative effects on the formation and establishment of market orientation.
Second, relations between market orientation and organizational members' organizational committment and job satisfaction were analyzed to find that when the orientation was higher, the committment and satisfaction were more. This suggests that if organizational members recognize their hotels as having a higher market orientation, they become more committed to their organizations and more satisfied with their jobs.
Third, relations between market orientation and organizational members' customer orientation were analyzed. As a result, it was found that the former positively influenced the latter. This indicates that organizational members who recognize their businesses as having a higher market orientation come to have attitudes of orienting customer satisfaction and make efforts to provide higher quality customer service and meet customer needs.
Fourth, a hypothesis about relations between market orientation and business performances was tested to find that market orientation had relatively positive effects on the rates of sales increase and market share as financial performance parameters. and also that market orientation largely positive influenced psychological performance parameters such as organizational members' organizational committment, development and success of new products and improvements in service quality and customer satisfaction.
All these findings make clear that activities by hotel businesses with a high market orientation contribute to promote business performances and lead their member to have job satisfaction, organizational committment and customer orientation more, realizing customer-oriented service and improving business performances further.
Consequently, it is very important that hotel businesses build up their own culture orienting reforms and relationships and thereon perform market-oriented activities totally. They also need to be interested in inner customer marketing.
This study can be significant in that it employed cultural types, that had never been discussed before, as factors influencing market orientation and that it analyzed relations between market orientation and organizational members' organizational committment, job satisfaction and customer orientation and between market orientation and business performances.

목차 (Table of Contents)

• 목차
• I. 서론 = 1
• 1. 문제의 제기 및 연구의 목적 = 1
• 2. 연구방법 및 범위 = 5
• II. 이론적 배경 = 7
• 1. 호텔기업 마케팅과 시장지향성 = 7
• 가. 호텔기업의 마케팅 = 7
• 나. 호텔기업 시장지향성의 개념 및 구성요소 = 10
• 2. 시장지향성의 영향요인과 성과간의 관계 = 21
• 가. 조직문화의 기능 및 유형 = 21
• 나. 조직문화와 시장지향성 및 성과의 관계 = 28
• 3. 시장지향성의 성과 = 30
• 가. 시장지향성과 조직구성원의 조직몰입, 직무만족 및 고객지향성의 관계 = 30
• 나. 시장지향성과 사업성과의 관계 = 32
• 4. 시장지향성에 대한 선행연구의 검토 = 33
• 가. Kohli와 Jaworski(1990, 1993)의 연구 = 34
• 나. Narver와 Stanley(1990, 1994)의 연구 = 37
• 다. Siguaw, Brown, 그리고 Widing의 연구(1994) = 39
• III. 실증조사의 설계 = 41
• 1. 연구모형 = 41
• 2. 연구가설의 설정 = 42
• 가. 조직문화의 특성과 시장지향성의 관계 = 42
• 나. 시장지향성과 사업성과간의 관계 = 44
• 다. 시장지향성, 구성원의 만족, 사업성과간의 관계 = 45
• 라. 시장지향성, 구성원의 고객지향성, 성과간의 관계 = 46
• 3. 변수의 조작적 정의와 측정 = 47
• 4. 조사설계 = 50
• IV. 실증조사의 결과분석과 해석 = 53
• 1. 조사대상자의 일반적 사항 = 53
• 2. 측정도구의 신뢰성 및 타당성 검증 = 54
• 3. 연구가설의 검증 = 60
• 4. 추가분석 = 76
• V. 결론 = 84
• 1. 연구의 요약과 시사점 = 84
• 2. 연구의 한계점과 향후의 연구방향 = 86
• 참고문헌 = 88
• Abstract = 94
• <부 록 : 설문지 > = 96