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시장지향성이 사회적 기업의 성과에 미치는 영향과 기업가정신의 조절효과 분석

The Effects of Market Orientation on the Performance of Social Enterprise and Moderating Effect of Entrepreneurship

장성희|하갑진
한국창업학회|2012.06|한국창업학회지 (Journal of the Korean Entrepreneurship Socieity)|제7권 제2호|pp. 105-127|DOI 10.24878/tkes.2012.7.2.105

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키워드

CollaborationInvestmentBalanced developmentMarketing strategies.

초록

The purpose of this study is to examine the factors influencing performance of market orientation in the social enterprise with entrepreneurship. This model tests various theoretical research hypotheses relating to performance of social enterprise, market orientation, and entrepreneurship. The results of hypothesis testing are as follows. First, customer orientation and inter-departmental coordination positively influence market orientation. But competitor orientation does not significantly influence market orientation in social enterprise. Second, customer orientation to social performance for high group of innovativeness is significantly larger than those for low group of innovativeness. And inter-departmental coordination to social performance for low group of innovativeness is significantly larger than those for high group of innovativeness. Third, customer orientation and inter-departmental coordination to social performance for low group of proactiveness is significantly larger than those for high group of proactiveness. Finally, customer orientation and inter-departmental coordination to social performance for high group of risk-taking is significantly larger than those for low group of risk-taking.

Abstract

The purpose of this study is to examine the factors influencing performance of market orientation in the social enterprise with entrepreneurship. This model tests various theoretical research hypotheses relating to performance of social enterprise, market orientation, and entrepreneurship. The results of hypothesis testing are as follows. First, customer orientation and inter-departmental coordination positively influence market orientation. But competitor orientation does not significantly influence market orientation in social enterprise. Second, customer orientation to social performance for high group of innovativeness is significantly larger than those for low group of innovativeness. And inter-departmental coordination to social performance for low group of innovativeness is significantly larger than those for high group of innovativeness. Third, customer orientation and inter-departmental coordination to social performance for low group of proactiveness is significantly larger than those for high group of proactiveness. Finally, customer orientation and inter-departmental coordination to social performance for high group of risk-taking is significantly larger than those for low group of risk-taking.

참고문헌 (37)

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