A relação entre a orientação ao cliente e o desempenho financeiro: o papel mediador da capacidade de inovação

Santos, Mirela Jeffman dos; Perin, Marcelo Gattermann; Simões, Cláudia; Sampaio, Cláudio Hoffmann

Acessibilidade / Reportar erro

Brasil

Español English

sumário « anterior atual seguinte »

Sumário

ORIGINAL ARTICLE • Gest. Prod. 27 (4) • 2020 • https://doi.org/10.1590/0104-530X4706-20 copiar

A relação entre a orientação ao cliente e o desempenho financeiro: o papel mediador da capacidade de inovação

Autoria SCIMAGO INSTITUTIONS RANKINGS

Resumo:

A pesquisa existente estabelece que a orientação ao cliente (CO), por si só, é insuficiente para atingir níveis mais elevados de desempenho financeiro (FP). Tal raciocínio sugere a necessidade de habilidades e capacidades adicionais, como a capacidade de inovação (IC). Além disso, as variáveis ambientais (por exemplo, turbulência tecnológica – TT) podem afetar essas relações. Este artigo explora as relações e os efeitos da CO e da CI no FP em diferentes condições de TT, tendo sido desenvolvido um modelo teórico correspondente. Tal modelo envolve as seguintes relações: (i) a influência direta da CO no FP; (II) o papel mediador da IC na relação CO/FP; (III) o papel moderado do TT sobre a mediação da IC na relação CO/FP. O trabalho de campo incluiu uma etapa exploratória, seguida de um levantamento transversal aplicado aos gestores de empresas de médio porte no Brasil. Os achados revelaram que a CI tem mediação parcial na relação entre CO e FP, em particular em ambientes de alta TT. Implicações gerenciais e sugestões para futuras pesquisas são apresentadas.

Palavras-chave:
Orientação ao cliente; Desempenho financeiro; Capacidade de inovação; Turbulência tecnológica; Mercado emergente

Studies	Main Effects			Moderator
Studies	CO → IC	IC → FP	CO → FP	TT
Akman & Yilmaz (2008)Akman, G., & Yilmaz, C. (2008). Innovative capability, innovation strategy and market orientation: an empirical analysis in Turkish software industry. International Journal of Innovation Management, 12(1), 69-111. http://dx.doi.org/10.1142/S1363919608001923. http://dx.doi.org/10.1142/S1363919608001...	✓	✓
Augusto & Coelho (2009)Augusto, M., & Coelho, F. (2009). Market orientation and new-to-the-world products: exploring the moderating effects of innovativeness, competitive strength, and environmental forces. Industrial Marketing Management, 38(1), 94-108. http://dx.doi.org/10.1016/j.indmarman.2007.09.007. http://dx.doi.org/10.1016/j.indmarman.20...	✓
Calantone et al. (2010)Calantone, R. J., Harmancioglu, N., & Droge, C. (2010). Inconclusive innovation “returns”: a meta-analysis of research on innovation in new product development. Journal of Product Innovation Management, 27(7), 1065-1081. http://dx.doi.org/10.1111/j.1540-5885.2010.00771.x. http://dx.doi.org/10.1111/j.1540-5885.20...	✓
Cheng & Krumwiede (2012)Cheng, C. C., & Krumwiede, D. (2012). The role of service innovation in the market orientation: new service performance linkage. Technovation, 32(7-8), 487-497. http://dx.doi.org/10.1016/j.technovation.2012.03.006. http://dx.doi.org/10.1016/j.technovation...	✓		✓
Frambach et al. (2003)Frambach, R. T., Prabhu, J., & Verhallen, T. M. M. (2003). The influence of business strategy on new product activity: the role of market orientation. International Journal of Research in Marketing, 20(4), 377-397. http://dx.doi.org/10.1016/j.ijresmar.2003.03.003. http://dx.doi.org/10.1016/j.ijresmar.200...	✓
Frambach et al. (2016)Frambach, R. T., Fiss, P. C., & Ingenbleek, P. T. M. (2016). How important is customer orientation for firm performance? A fuzzy set analysis of orientations, strategies, and environments. Journal of Business Research, 69(4), 1428-1436. http://dx.doi.org/10.1016/j.jbusres.2015.10.120. http://dx.doi.org/10.1016/j.jbusres.2015...	✓		✓
Han et al. (1998)Han, J. K., Kim, N., & Srivastava, R. (1998). Market orientation and organizational performance: in innovation a missing link? Journal of Marketing, 62(4), 30-45. http://dx.doi.org/10.1177/002224299806200403. http://dx.doi.org/10.1177/00222429980620...	✓
Hortinha et al. (2011)Hortinha, P., Lages, C., & Lages, L. F. (2011). The trade-off between customer and technology orientations: impact on innovation capabilities and export performance. Journal of International Marketing, 19(3), 36-58. http://dx.doi.org/10.1509/jimk.19.3.36. http://dx.doi.org/10.1509/jimk.19.3.36...	✓		✓
Jeong et al. (2006)Jeong, I., Pae, J. H., & Zhou, D. (2006). Antecedents and consequences of the strategic orientations in new product development: the case of Chinese manufacturers. Industrial Marketing Management, 35(3), 348-358. http://dx.doi.org/10.1016/j.indmarman.2005.06.010. http://dx.doi.org/10.1016/j.indmarman.20...			✓
Joshi (2016)Joshi, A. W. (2016). When Does customer orientation hinder (help) radical product innovation? the role of organizational rewards. Journal of Product Innovation Management, 33(4), 435-454. http://dx.doi.org/10.1111/jpim.12301. http://dx.doi.org/10.1111/jpim.12301...	✓
Menguc & Auh (2010)Menguc, B., & Auh, S. (2010). Development and return on execution of product innovation capabilities: the role of organizational structure. Industrial Marketing Management, 39(5), 820-831. http://dx.doi.org/10.1016/j.indmarman.2009.08.004. http://dx.doi.org/10.1016/j.indmarman.20...		✓
Piening & Salge (2015)Piening, E. P., & Salge, T. O. (2015). Understanding the antecedents, contingencies, and performance implications of process innovation: a dynamic capabilities perspective. Journal of Product Innovation Management, 32(1), 80-97. http://dx.doi.org/10.1111/jpim.12225. http://dx.doi.org/10.1111/jpim.12225...		✓		✓
Saunila et al. (2014)Saunila, M., Ukko, J., & Rantanen, H. (2014). Does innovation capability really matter for the profitability of SMEs? Knowledge and Process Management, 21(2), 134-142. http://dx.doi.org/10.1002/kpm.1442. http://dx.doi.org/10.1002/kpm.1442...		✓
Sher & Yang (2005)Sher, P. J., & Yang, P. Y. (2005). The effects of innovative capabilities and R&D clustering on firm performance: the evidence of Taiwan’s semiconductor industry. Technovation, 25(1), 33-43. http://dx.doi.org/10.1016/S0166-4972(03)00068-3. http://dx.doi.org/10.1016/S0166-4972(03)...		✓
Song et al. (2005)Song, M., Droge, C., Hanvanich, S., & Calantone, R. (2005). Marketing and technology resource complementarity: an analysis of their interaction effect in two environmental contexts. Strategic Management Journal, 26(3), 259-276. http://dx.doi.org/10.1002/smj.450. http://dx.doi.org/10.1002/smj.450...		✓		✓
Tajeddini (2010)Tajeddini, K. (2010). Effect of customer orientation and entrepreneurial orientation on innovativeness: evidence from the hotel industry in Switzerland. Tourism Management, 31(2), 221-231. http://dx.doi.org/10.1016/j.tourman.2009.02.013. http://dx.doi.org/10.1016/j.tourman.2009...			✓
Theoharakis & Hooley (2008)Theoharakis, V., & Hooley, G. J. (2008). Customer orientation and innovativeness: differing roles in new and old Europe. International Journal of Research in Marketing, 25(1), 69-79. http://dx.doi.org/10.1016/j.ijresmar.2007.09.007. http://dx.doi.org/10.1016/j.ijresmar.200...	✓		✓
Woodside (2005)Woodside, A. G. (2005). Firm orientations, innovativeness, and business performance: advancing a system dynamics view following a comment on Hult, Hurley, and Knight’s 2004 study. Industrial Marketing Management, 34(3), 275-279. http://dx.doi.org/10.1016/j.indmarman.2004.10.001. http://dx.doi.org/10.1016/j.indmarman.20...	✓
Yilmaz et al. (2005)Yilmaz, C., Alpkan, L., & Ergun, E. (2005). Cultural determinants of customer- and learning-oriented value systems and their joint effects on firm performance. Journal of Business Research, 58(10), 1340-1352. http://dx.doi.org/10.1016/j.jbusres.2004.06.002. http://dx.doi.org/10.1016/j.jbusres.2004...			✓

Variable		Population		Sample
Size (number of employees)
		n	%	n	%
	100-200	1.367	52.2%	91	59.5%
	201-300	599	22.9%	28	18.3%
	301-400	390	14.9%	15	9.8%
	more than 400	264	10.1%	19	12.4%
	Total	2.620		153
Year the company was created
		n	%	n	%
	Before 1900	6	0.2%	1	0.7%
	1901-1950	138	5.3%	7	4.6%
	1951-1980	815	31.1%	46	30.1%
	1981-2000	1.258	48.0%	75	49.0%
	After 2000	403	15.4%	24	15.7%
	Total	2.620		153
Industry
	Standard Industrial Code (SIC)	n	%	n	%
	Agriculture	14	0.5%	1	0.7%
	Construction	10	0.4%	0	0.0%
	Utilities	4	0.2%	0	0.0%
	Manufacture	1.651	63.0%	94	61.4%
	Mining	939	35.8%	58	37.9%
	Transportation and Communications	2	0.1%	0	0.0%
	Total	2.620		153

Item description							Standardized Loadings			t-values
Customer Orientation ( Narver & Slater, 1990 Narver, J. C., & Slater, S. F. (1990). The effect of a market orientation on business performance. Journal of Marketing, 54(4), 20-35. http://dx.doi.org/10.1177/002224299005400403. http://dx.doi.org/10.1177/00222429900540... )
• We constantly monitor our level of commitment and orientation to serving customer needs.							0.808			26.327
• Our business strategies are driven by our beliefs about how we can create greater value for customers							0.661			9.014
• Our strategy for competitive advantage is based on our understanding of customer needs							0.720			12.603
• Our strategy for competitive advantage is based on our understanding of customer needs							0.694			15.143
• We measure customer satisfaction systematically and frequently.							0.780			20.136
• We give close attention to after-sales service.							0.683			10.230
(scale: 1= strongly disagree; 7= strongly agree)
Innovative Capability ( Akman & Yilmaz, 2008 Akman, G., & Yilmaz, C. (2008). Innovative capability, innovation strategy and market orientation: an empirical analysis in Turkish software industry. International Journal of Innovation Management, 12(1), 69-111. http://dx.doi.org/10.1142/S1363919608001923. http://dx.doi.org/10.1142/S1363919608001... )
• Our firm has an organizational culture and a management comprehension that support and encourage innovation.							0.809			27.873
• At our firm, knowledge from different resources is used for product development activities efficiently and rapidly.							0.788			19.828
• Our firm is able to reflect changes at market conditions (such as changes from customer wants, competitors’ products, etc.) to own products and processes as soon as possible.							0.749			16.770
• Workers of our firm are supported and encouraged to participate in activities such as product development, innovation process improvement and to produce new ideas such topics.							0.676			12.406
• New ideas that come from customers, suppliers, etc. are evaluated continuously and try to include into product development activities.							0.686			15.329
• Our firms could be adapted to environmental changes easily and in the short time by making suitable improvements and innovations at its products and processes.							0.641			11.777
(scale: 1= strongly disagree; 5= strongly agree)
Technological Turbulence ( Jaworski & Kohli, 1993 Jaworski, B. J., & Kohli, A. K. (1993). Market orientation: antecedents and consequences. Journal of Marketing, 57(3), 53-70. http://dx.doi.org/10.1177/002224299305700304. http://dx.doi.org/10.1177/00222429930570... )
• The technology in our industry is changing rapidly.							0.833			10,871
• Technological changes provide big opportunities in our industry.							0.875			13.871
• A large number of new product ideas have been made possible through technological breakthroughs in our industry.							0.855			15.052
• Technological developments in our industry are rather minor^* * Reverse item. SD = Standard deviation; α = Cronbach alpha; CR = composite reliability; AVE = Average variance extracted. Diagonal elements in bold are the square root of AVE.							0.589			4.560
(scale: 1= strongly disagree; 5= strongly agree)
Financial Performance ( Sampaio et al., 2011 Sampaio, C. H., Simões, C., Perin, M. G., & Almeida, A. (2011). Marketing metrics: insights from Brazilian managers. Industrial Marketing Management, 40(1), 8-16. http://dx.doi.org/10.1016/j.indmarman.2010.09.005. http://dx.doi.org/10.1016/j.indmarman.20... )
• Profit levels							0.872			21.747
• Sales volume							0.795			16.077
• Profitability							0.826			14.241
(scale: 1= much lower; 7= much higher)
Construct	Mean	SD	α	CR	AVE	Correlation Matrix
Construct	Mean	SD	α	CR	AVE	1		2	3		4
1. Customer Orientation	5.53	1.02	.82	.87	.53	*.73*
2. Innovative Capability	3.72	.77	.82	.87	.53	.663^ p < 0.01.		*.73*
3. Technological Turbulence	3.42	.98	.81	.87	.63	.251**		.309**	*.80*
4. Financial Performance	3.39	.81	.78	.87	.69	.421**		.415**	.280**		*.83*

Linkages in the model	Standardized parameter estimates
Linkages in the model	Model 1	Model 2
Main effects
H₁: CO → FP	0.431*** (6.071)	0.262^ p < 0.01. (2.721)
CO → IC		0.663^* ***** p < 0.001. Findings suggest that CO has a direct and positive impact on FP. In both models, CO’s direct effect on FP is positive and statistically significant (β=0.431, p<0.001; β=0.262, p<0.01). Consequently, H1 is supported. (13.785)
IC → FP		0.257** (2.710)
Control variables
Size → FP	0.147* (2.108)	0.154^* * p < 0.05. (2.105)
Age → FP	-0.032 (0.753)	-0.004 (0.094)
Sector → FP	-0.172* (2.4)	-0.177** (2.674)
Indirect effects
H2: CO → IC → FP		0.171** (2.266)
R²
IC		0.439
FP	0.231	0.268

TT	B	Bootstrap SE	Bootstrap 95% CI
TT	B	Bootstrap SE	Lower		Upper
-1 SD (2.435)	0.018	0.043	-0.066	0.111
Mean (3.420)	0.092	0.040	0.012	0.174
1 SD (4.400)	0.200	0.065	0.081	0.337

Universidade Federal de São Carlos Departamento de Engenharia de Produção , Caixa Postal 676 , 13.565-905 São Carlos SP Brazil, Tel.: +55 16 3351 8471 - São Carlos - SP - Brazil
E-mail: gp@dep.ufscar.br

Acompanhe os números deste periódico no seu leitor de RSS

[1] Population represents the Dun & Bradstreet database summary. Column n indicates the number of cases.