市場(chǎng)定位和酒店經(jīng)營績(jī)效及創(chuàng)意營銷外文文獻(xiàn)翻譯中英文2020

1、外文文獻(xiàn)翻譯原文及譯文（節(jié)選重點(diǎn)翻譯）標(biāo)題：市場(chǎng)定位和酒店經(jīng)營績(jī)效及創(chuàng)意營銷外文翻譯中英文 2020文獻(xiàn)出處：Journal of Hospitality and Tourism Management, Volume 41,December 2019, Pages 175-183譯文字?jǐn)?shù)：4600 多字英文Market orientation and hotel performance: The mediating effect of creative marketing programsDariusz Dabrowski， Magdalena Brzozowska，etcAbstractTh

2、is work investigates the indirect effects between market orientation and hotel performance through creative marketing programs. The focus is on exploring the indirect effects between 1) customer orientation, competitor orientation, and cross- functional integration; and 2) hotel financial performanc

3、e through two aspects of creative marketing programs, namely, novelty and meaningfulness. Through an empirical analysis using structural equation modeling, we discovered four mediation phenomena in the hotel industry: customer orientation positively correlates to a hotels financial performance throu

4、gh the meaningfulness and novelty of marketing programs, but competitor orientation and cross-functional integration contribute to the hotels performance only via the meaningfulness of such programs. Furthermore, it was observed that customer orientation plays the most important role in market orien

5、tation, in terms of how well a hotel performs. These findings are used to discuss managerial implications and future research directions.Keywords: Market orientation, Creativity, Hotel performance, Mediation,Marketing program IntroductionEvery commercial organization serves its customers while also

6、facing competitors, and therefore, market orientation plays a pivotal role in business. Market-oriented firms strive towards high performance by attempting to satisfy customers needs and desires better than their rivals (Ellis, 2006; Jogaratnam, 2017; Kirca, Jayachandran, & Bearden, 2005; Qu, 2014).

7、 Many studies have shown a positive link between market orientation and performance (e.g., Y. K. Lee, Kim, Seo, & Hight, 2015; Masadeh, Obeidat, Al-Dmour, & Tarhini, 2015; Narver & Slater, 1990; Wilson, Perepelkin, Zhang, & Vachon, 2014). However, others have providedevidence of no such link (e.g.,

8、Greenley, 1995; Harris, 2001; Qu, 2014; Suliyanto &Rahab, 2012).A probable explanation for these mixed results is that market orientation alone is not sufficient to achieve excellent results. According to Narver and Slater (1990p. 21), “market orientation is the organization culture that most effect

9、ively and efficiently creates the necessary behaviors for the creation of superior value for buyers and, thus, continuous superior performance for business.” Therefore, a market-oriented culture is the first step in a sequence that leads to high company performance. Scholars have used different medi

10、ators that transmit market orientation into company performance (e.g., Sampaio, Hernndez-Mogolln, & Rodrigues, 2018; Selmi & Chaney, 2018).This study investigates the indirect effect of market orientation on a hotels performance through marketing creativity. Specifically, it focuses on exploring the

11、 indirect effect between 1) customer orientation, competitor orientation, and cross- functional integration; and 2) the hotels financial performance, through two aspects of creative marketing programs: their novelty and meaningfulness.A review of the literature showed that positioning strategies (Iy

12、er, Davari, Zolfagharian, & Paswan, 2018), marketing capabilities (e.g., Murray, Gao, & Kotabe, 2011), consumer engagement (Mamun, Mohiuddin, Fazal, & Ahmad, 2018), customer value (Sahi, Gupta, & Lonial, 2018), crowdsourcing (Devece, Llopis-Albert, & Palacios-Marqus, 2017), innovation capability (Mi

13、gdadi, Zaid, Yousif, Almestarihi, & Al-Hyari, 2017), customer loyalty and customer satisfaction (Lin & Brown, 2010), job satisfaction (Idrus, Ahmar, & Abdussakir, 2018), service quality (Kaliappen, Hilman, & Abubakar, 2017; Sampaio et al., 2018), revenue management (Selmi & Chaney, 2018), and corpor

14、ate social responsibility (Qu, 2009) have been proposed as mediators between market orientation and company performance. We assume that creative marketing programs are an important consequence of a hotels market orientation and that these programs, in turn, yield good performance. It is posited that

15、 marketing creativity mediates the relationship between market orientation and firm performance. Our study is the first attempt to formally verify such mediation relationships. The focus of this work is on hotel services, because hotels resultsdepend on their marketing concepts (Hinson, Abdul-Hamid,

16、 & Osabutey,2017; Tajeddini, 2010).The literature shows that creativity is linked to innovation (e.g., Amabile & Pratt, 2016; N.; Anderson, Potonik, & Zhou, 2014; C.; Lee, Hallak, & Sardeshmukh, 2019). This linkage is also substantially supported: first, by the essential meaning of each of the two t

17、erms, and second, by the entire innovation process. According to Amabile and Pratt (2016), creativity is concerned with producing novel and useful ideas, whereas innovation is their successful implementation. While these two terms are distinct, they have one thing in common: a creative idea. The lat

18、ter is generated within creativity and implemented in innovation (Magadn & Rivas, 2018). Something that is supposed to be innovative is based on a creative idea; therefore, some authors incorporate creation of concepts in the entire innovation process (e.g., N. Anderson et al., 2014; Koen et al., 20

19、02).Moreover, creativity and innovation are recognized as important drivers of an organizations performance, which also applies to the hotel industry (Yfantidou, Spyridopoulou, Chatzigeorgiou, & Malliou, 2019). This is because they represent organizational capabilities that are required to react to

20、changes in the environment. Both creativity and innovation are seen as important elements of an organizations so- called dynamic capabilities (Ferreira, Coelho, & Moutinho, 2018; Lawson & Samson, 2001), which are required for a competitive advantage and high performance in unstable surroundings (Tee

21、ce, 2017; Teece, Pisano, & Shuen, 1997). Empirical evidence exists of the positive impact of creativity on innovation (Camarero, Garrido, & Vicente, 2019; del-Corte-Lora, Vallet-Bellmunt, & Molina-Morales, 2017; Knudsen & okpekin, 2012), as well as of the positive influence of innovation on performa

22、nce (Anh & Thong, 2017; Cheng & Krumwiede, 2010). In the hotel industry, creativity has been applied to a large extent by managers to govern hotels (Kattara & El-Said, 2013). Grissemann, Plank, and Brunner-Sperdin (2013) reported that customer orientation enhances innovation behavior, which, in turn

23、, positively impacts hotels performance. Moreover, Tajeddini (2010) as well as Zhou, Brown, and Dev (2009) found that innovation leads to greater market and financial performancefor hotels.This research contributes to the existing knowledge in several ways. First, knowledge of mediators, such as the

24、 novelty and meaningfulness of a hotels marketing programs, will help better understand the link between market orientation and hotel industry performance. Second, marketing creativity and its antecedences and consequences have received some attention in the hotel industry. Creative marketing is rel

25、evant to hotels because of the nature of their services and fierce competition in the industry. Finding the antecedents of marketing creativity and their impact on a hotels performance will allow hotel managers to adopt a proper course of action to achieve a distinct market position. Third, no study

26、 has yet compared the overall effect of each market orientation dimension on a firms financial performance through creative marketing programs. Our study examines this issue in the hotel industry. By addressing this problem, we aim to initiate a scientific discussion on the various impacts of market

27、 orientation on performance.Theoretical backgroundThis study adopts the approach by Narver and Slater (1990), who proposed three components of market orientation: customer orientation, competitor orientation, and cross-functional integration. The first component aims to understand the target custome

28、rs in order to provide them with superior value; the second is based on the sellers understanding of the strengths, weaknesses, and capabilities of current and potential competitors; and the third relies on communication and coordination, information sharing, and joint involvement to create superior

29、 value for clients.Amabile and Pratt (2016 p. 158) defined creativity as “the production of novel and useful ideas by an individual or small group of individuals working together.” Therefore, marketing program creativity is the extent to which the marketing actions of a product (or service) are mean

30、ingful and novel for customers compared to common practices in the product category (Andrews & Smith, 1996). This definition emphasizes two important aspects of creative output: meaningfulness and novelty. Meaningfulness indicates an understanding of marketing activities that are appropriate and use

31、ful for customers. Novelty refers to how unique these activities are perceivedas compared to those of competitors (Amabile & Pratt, 2016; Im & Workman, 2004).Hence, creative marketing programs make a significant difference for firms in terms of competition.The novelty of marketing programs is what d

32、raws the attention of customers and attracts them to the companys offers, but the meaningfulness (or usefulness) is what facilitates customers to remember the offer and to repeat their purchases often (Fischer, Malycha, & Schafmann, 2019; Green, 2016). The meaningfulness of marketing programs, which

33、 refers to the attributes and functions of marketing activities that hotel guests perceive as valuable and beneficial, should produce value for the target client (Heimonen & Kohtamki, 2019; Sethi, Smith, & Park, 2001).An organizations innovation capability is expressed in its ability to introduce ne

34、w physical products or services, processes, and innovative marketing approaches through the continuous acquisition of knowledge and transformation of ideas (Lawson & Samson, 2001; Yfantidou et al., 2019). Therefore, hotels with high innovative capacity can introduce more innovative marketing program

35、s than their competitors. However, marketing programs can only be perceived as innovative if they are based on creative ideas. Accordingly, hotels can offer guests a higher value in terms of usefulness, and can attempt to match marketing activities to continually changing tastes and preferences (Law

36、son & Samson, 2001; Magadn & Rivas, 2018; Wang & Dass, 2017). In this case, the close relationship between creativity and innovation is visible, especially in the dimension of meaningfulness of the activities that constitute marketing programs. A marketing program that satisfies specific guest needs

37、 through creative solutions can generate significant value, not only because of the high quality of the offer, but also by offering additional utilities to facilitate the realization of appropriate activities (Heimonen & Kohtamki, 2019; Magadn & Rivas, 2018).Creativity and innovation are two drivers

38、 of a hotels performance, which isdetermined by two distinct approaches (Sainaghi, Phillips, & Zavarrone, 2017) nonfinancial and financial (e.g., Grissemann et al., 2013; Vega-Vzquez, Cosso-Silva, & Revilla-Camacho, 2016; Zhou et al., 2009). The first approach is based on market or customer performa

39、nce, and the second takes into account the hotels financial result expressed as, for example, sales revenue, occupancy, or profit (Zhou et al., 2009).This work adopts the latter approach.The resource-based view of the firm informs this studys theoretical background. According to this theory, a hotel

40、s market orientation aids in developing the market- based resources (e.g., relationships with customers, market knowledge, marketing intelligence) that are used to achieve good results (Srivastava, Fahey, & Christensen, 2001). However, Teece (2017) distinguished resources (i.e., tangible and intangi

41、ble assets) and capabilities (i.e., the capacity to utilize resources to perform a task), with the latter encompassing a firms dynamic capability to deploy its resources to align with its unstable organizational environment (Teece et al., 1997). In line with this theory, each of the three aforementi

42、oned market orientation dimensions can be viewed as a hotels specific capacity that results directly in creative marketing programs, and indirectly via these programs in the hotels positive financial performance.DiscussionThe indirect effects of market orientation on a hotels performance through mar

43、keting creativity have not been researched to date; only the direct effects have been investigated in different contexts (e.g., other types of goods and industry). Hence, though there are no previous findings on indirect effects to compare ours with, we believe that these direct effects can be confr

44、onted with, and discussed in relation to, our direct scores (showed in Table 3). Direct relationships between the dimensions of customer orientation and those of creative marketing programs were researched by Im and Workman (2004) in the context of new high-technology products. The estimation of dir

45、ect effects in our work is consistent with their results because both found: 1) a positive relationship between customer orientation and the meaningfulness of marketing programs; 2) a positive relationship between cross-functional integration and the meaningfulness of the programs; 3) and no signifi

46、cant relationship between cross-functional integration and the novelty of marketing programs. However, some inconsistencies exist: we found that customer orientation positively affects the novelty of marketing programs, and competitor orientation positively affects the meaningfulness of these progra

47、ms. While Im and Workman reported no significant effects in these cases, they still hypothesized that both these effects are positive. Inaddition, in their work, the effect of competitor orientation on the novelty of marketing programs was positive and significant, while in our work, it was positive

48、 but not significant. It can be concluded that our results are partially aligned with those of Im and Workman (2004). The dissimilarities could be assumed to originate from the differences between the types of goods studied that is, physical products versus services as well as from the difference in

49、 industries high-technology versus hotel industries.The direct effects of the meaningfulness and novelty of marketing programs on performance were researched by Kang, Hur, and Kim (2014) in relation to alliance orientation, as well as by Im and Workman (2004). The results of the first work showed th

50、at both dimensions of alliance marketing program creativity namely, its meaningfulness and novelty were positively related to market performance; these results fully coincide with our findings. In the case of Im and Workman (2004), only the meaningfulness of marketing programs was positively related

51、 to new product performance, while the novelty was not significantly associated; hence, the results are partially aligned with ours. Therefore, while the results of previous research are generally in line with ours, slight differences persist, probably due to the specific context of our study the in

52、vestigation of marketing programs in the hotel industry apart from the aforementioned factors.Limitations and future studiesThis study has some limitations. First, it is based on a cross-sectional data set, which limits the scope of examination of causal relationships. Nevertheless, the relationship

53、s included in the model are based on grounded theory and are substantially supported. To address this limitation, researchers should design a longitudinal study focused on monitoring specific marketing programs undertaken by hotels. In such a case, a hotels market orientation would be an antecedent

54、of the creativity of a specific marketing program, which would yield specific results. Second, this work provides results from one industry in one country, and the multi-mediator model has not been cross-validated via another sample; hence, generalizations from our outcomes to a specific hotel in a

55、certain country should be made with caution. Future research couldtest this studys model in the hotel industry, as well as in other industries and in different countries.Third, two dimensions of creativity were used to explain the relationship between market orientation and a hotels financial perfor

56、mance; however, other mediation variables may exist. For example, marketing programs may be described by type of activity (e.g., product, price, promotion, distribution, or customer service). Thus, the model could use mediators other than creative marketing programs, such as market knowledge compete

57、nce, which may be regarded as a consequence of market orientation. These new mediators could be introduced to our model as additional ones, thus extending the model. However, these mediators could also replace ours.Furthermore, our model could be extended by adding potential moderators. Organization

58、al climate seems to be an important potential moderator of the effects studied. An organizational climate can support creativity and innovation by, for example, involving people in the companys activities, ensuring independence in their behavior, and establishing tolerance of uncertainty and ambigui

59、ty in the workplace (Isaksen & Ekvall, 2010). A meta-analysis that examined the relationships between dimensions of organizational climate and measures of creative performance showed that these dimensions affect creative performance (Hunter, Bedell, & Mumford, 2007). Therefore, the organizational cli