QUALITY MARKET ORIENTATION Tourist Agencies' Perceived Effects

This paper analyzes the effects of market orientation from two perspectives. First, its direct influences on tourist agencies' perceived performance, and its indirect ones on per- formance through the perceived value of market information. Second, direct effects on the perceived service quality offered by the firm and indirect influences derived from the utiliza- tion of quality measurement systems are analyzed. Hypothesized relationships are tested in an empirical study of tourist managers. Research findings confirm the proposed relationships, except the influence of using quality measurement systems on service. A positive direct influ- ence between perceived service quality and performance is also analyzed and confirmed. Key- words: market orientation, quality, performance, tourist agencies. 2005 Elsevier Ltd. All rights reserved.

[1]  Chiquan Guo,et al.  Market orientation and business performance , 2002 .

[2]  Subhash C. Lonial,et al.  The impact of service quality and marketing on financial performance in the hospital industry: an empirical examination , 2002 .

[3]  T. Lam,et al.  Service quality of travel agents: the case of travel agents in Hong Kong , 1999 .

[4]  Carmen Escanciano,et al.  Benefits of the ISO 9000:1994 system: Some considerations to reinforce competitive advantage , 2002 .

[5]  Cathy H. C. Hsu,et al.  Developing and validating a riverboat gaming impact scale , 2001 .

[6]  John C. Narver,et al.  The Effect of a Market Orientation on Business Profitability , 1990 .

[7]  R. Oliver,et al.  An Empirical Test of the Consequences of Behavior-and Outcome-Based Sales Control Systems , 1994 .

[8]  Stanley F. Slater,et al.  Intelligence generation and superior customer value , 2000 .

[9]  A. Parasuraman,et al.  The Behavioral Consequences of Service Quality , 1996 .

[10]  J. Vergés,et al.  Enfoque estructural VS recursos y capacidades: un estudio empírico de los factores clave de éxito de las agencias de viajes en España , 2001 .

[11]  Gordon E. Greenley.  FORMS OF MARKET ORIENTATION IN UK COMPANIES , 1995 .

[12]  Yvette Reisinger,et al.  Structural equation modeling with Lisrel: application in tourism , 1999 .

[13]  J. Paul Peter,et al.  Construct Validity: A Review of Basic Issues and Marketing Practices , 1981 .

[14]  J. Zaichkowsky.  Measuring the Involvement Construct , 1985 .

[15]  Peter M. Bentler,et al.  EQS : structural equations program manual , 1989 .

[16]  L. Harris,et al.  Market orientation and retail operatives' expectations , 2002 .

[17]  Robin J. B. Ritchie,et al.  A framework for an industry supported destination marketing information system , 2002 .

[18]  Jan-Benedict E. M. Steenkamp,et al.  The use of LISREL in validating marketing constructs. , 1991 .

[19]  Optimal Conditionally Unbiased Equivariant Factor Score Estimators , 1997 .

[20]  Wayne D. Hoyer,et al.  Service Orientation of a Retailer's Business Strategy: Dimensions, Antecedents, and Performance Outcomes , 2002 .

[21]  Thomas F. Golob,et al.  Structural Equation Modeling For Travel Behavior Research , 2001 .

[22]  John C. Narver,et al.  Does Competitive Environment Moderate the Market Orientation-Performance Relationship?: , 1994 .

[23]  Nora Lado Coustré,et al.  Market Orientation and Business Performance in the Spanish Insurance Sector , 1997 .

[24]  C. Fornell,et al.  Customer Satisfaction, Market Share, and Profitability: Findings from Sweden , 1994 .

[25]  F. Vellas,et al.  The International Marketing of Travel and Tourism: A Strategic Approach , 1973 .

[26]  W. Faché,et al.  Methodologies for innovation and improvement of services in tourism , 2000 .

[27]  Bernard J. Jaworski,et al.  Markor: A Measure of Market Orientation , 1993 .

[28]  César Camisón,et al.  Quality practices and perceptions of Valencian hospitality enterprises: an empirical analysis , 1996 .

[29]  S. Ho,et al.  Service Quality and Tourism , 1998 .

[30]  R. D. Buzzell,et al.  The PIMS Principles: Linking Strategy to Performance , 1987 .

[31]  Subhash C. Lonial,et al.  The Impact of Quality Context and Market Orientation on Organizational Performance in a Service Environment , 2001 .

[32]  Christian Homburg,et al.  A Multiple-Layer Model of Market-Oriented Organizational Culture: Measurement Issues and Performance Outcomes , 2000 .

[33]  Bernard J. Jaworski,et al.  Market orientation: The construct, research propositions, and managerial implications. , 1990 .

[34]  James C. Anderson,et al.  STRUCTURAL EQUATION MODELING IN PRACTICE: A REVIEW AND RECOMMENDED TWO-STEP APPROACH , 1988 .

[35]  Luisa Andreu,et al.  SERVQUAL reliability and validity in travel agencies. , 2003 .

[36]  Adamantios Diamantopoulos,et al.  Linking market orientation and company performance: preliminary evidence on Kohli and Jaworski's framework , 1993 .

[37]  Gaston Leblanc.  Factors Affecting Customer Evaluation of Service Quality in Travel Agencies: An Investigation of Customer Perceptions , 1992 .

[38]  Rajiv K. Sinha,et al.  Market Orientation and Alternative Strategic Orientations: A Longitudinal Assessment of Performance Implications , 2002 .

[39]  Tung‐Zong Chang,et al.  Market orientation, service quality and business profitability: a conceptual model and empirical evidence , 1998 .

[40]  Andrés Senlle,et al.  Calidad total y normalización: ISO 9000, las normas para la calidad en la práctica , 1994 .

[41]  Kee-hung Lai,et al.  Market orientation in quality-oriented organizations and its impact on their performance , 2003 .

[42]  A. Parasuraman,et al.  SERVQUAL: A multiple-item scale for measuring consumer perceptions of service quality. , 1988 .

[43]  L. Harlow,et al.  Effects of estimation methods, number of indicators per factor, and improper solutions on structural equation modeling fit indices , 1995 .

[44]  Anne-Mette Hjalager.  Repairing innovation defectiveness in tourism , 2002 .

[45]  Huiming Zhu.  Service quality of travel agents: the case of travel agents in China , 2005, Proceedings of ICSSSM '05. 2005 International Conference on Services Systems and Services Management, 2005..

[46]  J. Crompton,et al.  Quality, satisfaction and behavioral intentions , 2000 .

[47]  James M. Sinkula,et al.  Learning Orientation, Market Orientation, and Innovation: Integrating and Extending Models of Organizational Performance , 1999 .

[48]  K. Albrecht,et al.  The Only Thing That Matters: Bringing the Power of the Customer into the Center of Your Business , 1992 .

[49]  Ram Subramanian,et al.  Examining the Market Orientation-Performance Relationship: A Context-Specific Study , 1998 .

[50]  Ira H. Bernstein,et al.  Factoring items and factoring scales are different: Spurious evidence for multidimensionality due to item categorization. , 1989 .

[51]  K. Appiah-Adu.  Market Orientation and Performance: Do the Findings Established in Large Firms Hold in the Small Business Sector? , 1998 .

[52]  Chris Ryan,et al.  Do Travel Agencies Measure Up to Customer Expectation? An Empirical Investigation of Travel Agencies' Service Quality as Measured by SERVQUAL , 1997 .

[53]  Alfred M. Pelham.  Market Orientation and Other Potential Influences on Performance in Small and Medium-Sized Manufacturing Firms , 2000 .