O Tempo de Empresa e a Percepção do Funcionário em Relação à Orientação para o Mercado Outros Idiomas

ID:
49505
Resumo:
A Orientação para o Mercado é uma característica que pode ser influenciada pela cultura organizacional, e a opinião dos funcionários mostra-se importante para identificar como uma empresa está orientada para o Mercado. Funcionários com mais tempo de empresa podem ter diferentes opiniões em relação aos funcionários com menos tempo na organização. O objetivo dessa pesquisa foi identificar se funcionários com maior tempo de empresa possuem uma percepção diferente dos funcionários com menos tempo de empresa em relação à Orientação para o Mercado da empresa. A pesquisa foi realizada em uma empresa do setor de Tecnologia da Informação, onde identificou-se que os funcionários com mais tempo de empresa tiveram uma opinião mais crítica em relação à Orientação para o Mercado e, como os colaboradores com maior tempo de empresa possuem conhecimentos e habilidades para exercer influência positiva e negativa sobre a opinião dos demais, recomenda-se estudar os fatores que afetam essa percepção.
Citação ABNT:
SCHMITTEL, R. M.; MAINARDES, E. W. O Tempo de Empresa e a Percepção do Funcionário em Relação à Orientação para o Mercado. Revista Brasileira de Gestão e Inovação, v. 5, n. 3, p. 24-44, 2018.
Citação APA:
Schmittel, R. M., & Mainardes, E. W. (2018). O Tempo de Empresa e a Percepção do Funcionário em Relação à Orientação para o Mercado. Revista Brasileira de Gestão e Inovação, 5(3), 24-44.
DOI:
10.18226/23190639.v5n3.02
Link Permanente:
http://www.spell.org.br/documentos/ver/49505/o-tempo-de-empresa-e-a-percepcao-do-funcionario-em-relacao-a-orientacao-para-o-mercado/i/pt-br
Tipo de documento:
Artigo
Idioma:
Português
Referências:
Auh, S.; Menguc, B.; Fisher, M.; Haddad, A. (2011). The perceived autonomy–perceived service climate relationship: The contingency effect of store-level tenure diversity. Journal of Retailing and Consumer Services, 18(6), 509-520.

Bae, H. S. (2012). The effect of market orientation on relationship commitment and relationship effectiveness of port logistics firms. The Asian Journal of Shipping and Logistics, 28(1), 105-134.

Boso, N.; Story, V. M.; Cadogan, J. W. (2013). Entrepreneurial orientation, market orientation, network ties, and performance: Study of entrepreneurial firms in a developing economy. Journal of Business Venturing, 28(6), 708-727.

Campo, S.; Díaz, A. M.; Yagüe, M. J. (2014). Market orientation in mid-range service, urban hotels: How to apply the MKTOR instrument. International Journal of Hospitality Management, 43, 76-86.

Cheng, C. C.; Krumwiede, D. (2012). The role of service innovation in the market orientation - new service performance linkage. Technovation, 32(7), 487-497.

Creswell, J. W. (2007). Projeto de pesquisa: método qualitativo, quantitativo e misto. Porto Alegre: Artmed.

Day, G. S. (1994). The Capabilities of Market-Driven Organizations. Journal of Marketing, 58(4), 37-52.

de Araujo, D. C.; Simanski, E. S. S.; de Quevedo, D. M. (2012). Comunicação interna: relação entre empresa e colaboradores, um estudo de caso. BBR-Brazilian Business Review, 9(1), 47-64.

Eisenhardt, K. M.; Martin, J. A. (2000). Dynamic capabilities: what are they? Strategic Management Journal, 21(10/11), 1105-1121.

Hair, J.; Babin, B.; Money, A.; Samouel, P. (2005). Fundamentos de métodos de pesquisa em administração. Porto Alegre: Bookman Companhia Ed.

Homburg, C.; Müller, M.; Klarmann, M. (2011). When should the customer really be king?On the optimum level of salesperson customer orientation in sales encounters. Journal of Marketing, 75(2), 55-74.

Jaworski, B. J.; Kohli, A. K. (1993). Market orientation: antecedents and consequences. The Journal of marketing, 57, 53-70.

Jogaratnam, G. (2017). How organizational culture influences market orientation and business performance in the restaurant industry. Journal of Hospitality and Tourism Management, 31, 211-219.

Kohli, A. K.; Jaworski, B. J. (1990). Market orientation: the construct, research propositions, and managerial implications. The Journal of Marketing, 54, 1-18.

Kohli, A. K.; Jaworski, B. J.; Kumar, A. (1993). MARKOR: a measure of market orientation. Journal of Marketing Research, 30, 467-477.

Kumar, V.; Jones, E.; Venkatesan, R.; Leone, R. P. (2011). Is market orientation a source of sustainable competitive advantage or simply the cost of competing?. Journal of marketing, 75(1), 16-30.

Lafferty, B. A.; Tomas M. Hult, G. (2001). A synthesis of contemporary market orientation perspectives. European journal of marketing, 35(1/2), 92-109.

Mahoney, J. T.; Pandian, J. R. (1992). The resource based view within the conversation of strategic management. Strategic Management Journal, 13(5), 363-380.

McNamara, T. K.; Pitt-Catsouphes, M. (2014). Gender variation in the antecedents of task advice network size: Organizational tenure and core self-evaluations. The Social Science Journal, 51(3), 368-376.

Mieres, C. G.; Sánchez, J. Á. L.; Vijande, M. L. S. (2012). Internal marketing, innovation and performance in business services firms: the role of organizational unlearning. International Journal of Management, 29(4), 403-429.

Narver, J. C.; Slater, S. F. (1990). The effect of a market orientation on business profitability. The Journal of marketing, 54(4), 20-35.

Ng, T. W.; Feldman, D. C. (2011). Affective organizational commitment and citizenship behavior: Linear and non-linear moderating effects of organizational tenure. Journal of Vocational Behavior, 79(2), 528-537.

Ng, T. W.; Feldman, D. C. (2013). Does longer job tenure help or hinder job performance? Journal of Vocational Behavior, 83(3), 305-314.

Rahab, S. (2012). Innovativeness model of small and medium enterprises based on market orientation and learning orientation: testing moderating effect of business operation mode. Procedia Economics and Finance, 4, 97-109.

Rakthin, S.; Calantone, R. J.; Wang, J. F. (2016). Managing market intelligence: The comparative role of absorptive capacity and market orientation. Journal of Business Research, 69(12), 5569-5577.

Reid, M.; Brady, E. (2012). Improving firm performance through NPD: The role of market orientation, NPD orientation and the NPD process. Australasian Marketing Journal - AMJ, 20(4), 235-241.

Reid, M.; Luxton, S.; Mavondo, F. (2005). The relationship between integrated marketing communication, market orientation, and brand orientation. Journal of Advertising, 34(4), 11-23.

Rong, B.; Wilkinson, I. F. (2011). What do managers’ survey responses mean and what affects them?The case of market orientation and firm performance. Australasian Marketing Journal - AMJ, 19(3), 137-147.

Tang, T. W. (2014). Becoming an ambidextrous hotel: The role of customer orientation. International Journal of Hospitality Management, 39, 1-10.

Teece, D. J.; Pisano, G.; Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533.

Theodossiou, I.; Zangelidis, A. (2009). Career prospects and tenure–job satisfaction profiles: evidence from panel data. The Journal of Socio-Economics, 38(4), 648-657.

Wang, C. H.; Chen, K. Y.; Chen, S. C. (2012). Total quality management, market orientation and hotel performance: The moderating effects of external environmental factors. International Journal of Hospitality Management, 31(1), 119-129.

Wang, C. L.; Shi, Y.; Barnes, B. R. (2015). The role of satisfaction, trust and contractual obligation on long-term orientation. Journal of Business Research, 68(3), 473-479.

Yaprak, A.; Tasoluk, B.; Kocas, C. (2015). Market orientation, managerial perceptions, and corporate culture in an emerging market: evidence from Turkey. International Business Review, 24(3), 443-456.