The Marketing Efficiency Development to Create Value-Added for Product and Service of Community-Based Tourism. Study Case for Phatthalung Province
Abstract
This study aims to examine the hypothesis and to carry out the path analysis of casual relationship influencing the marketing efficiency development to create value-added for product and service of community-based tourism; Phatthalung Province, Thailand. The findings are as follows. First, the hypothesis model matched with the empirical data by considering the value of CMIN/df = 1.596, p-value = .768, GFI = .976, AGFI = 0.972. RMR = 0.000, RMSEA = 0.005, NFI = 0.991, TLI = 0.998 and CFI = 0.999, respectively. The total effect of the causal variable having most effect towards the marketing efficiency development is the entrepreneurial orientation and all compositions explained the marketing efficiency’ s variance accounting for 71.90%. Second, the conceptual model of the causal relationship having effect towards the marketing efficiency development consists of one direct effect variable – the entrepreneurial orientation whereas there are 3 direct and indirect effect variables having effect towards the marketing competency; risk appetite, proactive operation and innovation capability.
References
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[32] Norris, D. and Ciesielska, M. 2019. Towards a framework for innovation orientation within business and management studies: A systematic review and paths for future research. Journal of Organizational Change Management, 32(1): 123-144. DOI: https://doi.org/10.1108/jocm-02-2018-0051
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[44] Xuto, N. 1997. Qualitative Research. Bangkok: P.N. Printing. ISSN: 1906-8700. (In Thai).
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[2] Arundel, A. and Kabla, I. 1998. What percentage of innovations are patented? empirical estimates for European firms. Research Policy, 27(2): 127-141. DOI: https://doi.org/10.1016/S0048-7333(98)00033-X
[3] Auh, S., Bell, S.J., Mcleod, C.S. and Shih, E. 2007. Co-Production and Customer Loyalty in Financial Services. Journal of Retailing, 83: 359-370. DOI: http://dx.doi.org/10.1016/j.jretai.2007.03.001
[4] Baker, W. E. and Sinkula, J. M. 2009. The complementary effects of market orientation and entrepreneurial orientation on profitability in small businesses. Journal of small business management, 47(4): 443-464. DOI:https://doi.org/10.1111/j.1540-627X.2009.00278.x
[5] Bowen, J. and Ford, R.C. 2004. What experts say about managing hospitality service delivery systems. International journal of contemporary hospitality management, 16(7): 394-401. DOI:https://doi.org/10.1108/09596110410559078
[6] Camisón, C. and Monfort-Mir, V. M. 2012. Measuring innovation in tourism from the Schumpeterian and the dynamic-capabilities perspectives. Tourism management, 33(4): 776-789. DOI:https://doi.org/10.1016/j.tourman.2011.08.012
[7] Chen, J. S. and Tsou, H. T. 2007. Information technology adoption for service innovation practices and competitive advantage: The case of financial firms. Information research: an international electronic journal, 12(3), n3.
[8] Chen, J. S., Tsou, H. T. and Ching, R. K. 2011. Co-production and its effects on service innovation. Industrial Marketing Management, 40(8): 1331-1346. DOI: https://doi.org/10.1016/j.indmarman.2011.03.001
[9] Cheng, C. C., and Krumwiede, D. 2010. The effects of market orientation and service innovation on service industry performance: An empirical study. Operations Management Research, 3(3-4): 161-171. DOI:https://doi.org/10.1007/s12063-010-0039-x
[10] Clercq, D.D., Dimov, D. and Thongpapanl, N. 2010. The moderating impact of internal social exchange processes on the entrepreneurial orientation-performance relationship. Journal of Business Venturing, 25(1): 87-103. DOI: https://doi.org/10.1016/j.jbusvent.2009.01.004
[11] Cowan, R., David, P. A., and Foray, D. 2000. The explicit economics of knowledge codification and tacitness. Industrial and corporate change, 9(2): 211-253. DOI: https://doi.org/10.1093/icc/9.2.211
[12] Cronbach, L. J. 1990. Essentials of psychological testing (5th ed.). New York: Harper Collins Publishers.
[13] Damanpour, F. and Gopalakrishnan, S. 2001. The dynamics of the adoption of product and process innovations in organizations. Journal of management studies, 38(1): 45-65. DOI: 10.1111/1467-6486.00227
[14] Desouza, K.C. 2003. Knowledge Management barriers: Why the technology imperative seldom works. Business Horizons, 46(1): 25-29. DOI: https://doi.org/10.1016/S0007-6813(02)00276-8
[15] Field, A., Miles, J. and Field, Z. 2012. Discovering statistics using R. Los Angeles: Sage.
[16] Guo, C., Kulviwat, S., Zhu, J., and Wang, Y. J. 2019. Competing in an emerging market: antecedents and consequences of market orientation and the role of environmental factors. Journal of Strategic Marketing, 27(3): 248-267. DOI: https://doi.org/10.1080/0965254X.2017.1411386
[17] Guo, L., Arnould, E. J., Gruen, T. W. and Tang, C. 2013. Socializing to co-produce: pathways to consumers’ financial well-being. Journal of Service Research, 16(4): 549-563. DOI:http://dx.doi.org/10.1177/1094670513483904
[18] Hall, C. M. and Williams, A. 2008. Tourism and innovation. Routledge.
[19] Hjalager, A. M. 2010. A review of innovation research in tourism. Tourism management, 31(1): 1-12. DOI:https://doi.org/10.1016/j.tourman.2009.08.012
[20] Hjalager, A. M. 2010. Regional innovation systems: The case of angling tourism. Tourism Geographies, 12(2): 192-216. DOI: https://doi.org/10.1080/14616681003725201
[21] Jaw, C., Lo, J. Y. and Lin, Y. H. 2010. The determinants of new service development: Service characteristics, market orientation, and actualizing innovation effort. Technovation, 30(4): 265-277. DOI:https://doi.org/10.1016/j.technovation.2009.11.003
[22] Kirton, J. J. and Cooper, A. F. 2009. Innovation in Global Health Governance: Critical Cases, Routledge.
[23] Li, Y., Liu, Y., Duan, Y. and Li, M. 2008. Entrepreneurial orientation, strategic flexibilities and indigenous firm innovation in transitional China. International journal of technology management, 41(1-2): 223-246. DOI:https://doi.org/10.1504/IJTM.2008.015993
[24] Lueangpirom, Noppadol. 2012. Innovation Management. Bangkok: Duangamol Publishing. (in Thai).
[25] Miller, D. 1983. revisited: A reflection on EO research and some suggestions for the future. Entrepreneurship theory and practice, 35(5): 873-894. DOI: https://doi.org/10.1111/j.1540-6520.2011.00457.x
[26] Mowery, D. C. and Rosenberg, N. 1993. The US national innovation system, in Nelson, R.R. (ed), National innovation systems: A comparative analysis, 29-75. New York: Oxford University Press.
[27] Myers, S. and Marquis, D. G. 1969. Successful industrial innovations: a study of factors underlying innovation in selected firms. Washington, D.C.: National Science Foundation.
[28] Na Songkhla, R., Decha, O., Prugsaarporn, S. and Vaiyavuth, R. 2020. The Mediation Effects of Organizational Engagement between HRM Practices and Employee Job Satisfaction in the Pharmaceutical Industry in Thailand. Systematic Reviews in Pharmacy, 11(2): 566-575. DOI:https://dx.doi.org/10.5530/srp.2019.2.04
[29] Narver, J.C. and Slater, SF. 1990. The effect of a market orientation on business profitability. The Journal of Marketing, 54(4): 20-35. DOI: https://doi.org/10.2307/1251757
[30] Nasution, H. N., Mavondo, F. T., Matanda, M. J. and Ndubisi, N. O. 2011. Entrepreneurship: Its relationship with market orientation and learning orientation and as antecedents to innovation and customer value. Industrial marketing management, 40(3): 336-345. DOI: https://doi.org/10.1016/j.indmarman.2010.08.002
[31] Nontapattamadul, K. 2003. Qualitative research in social welfare system: concept and methodology. Bangkok: Thammasat University Press. (In Thai).
[32] Norris, D. and Ciesielska, M. 2019. Towards a framework for innovation orientation within business and management studies: A systematic review and paths for future research. Journal of Organizational Change Management, 32(1): 123-144. DOI: https://doi.org/10.1108/jocm-02-2018-0051
[33] Oke, A. 2007. Innovation types and innovation management practices in service companies. International Journal of Operations & Production Management, 27(6): 564-587. DOI:https://doi.org/10.1108/01443570710750268
[34] Podhisita, C. 2007. Science and Art of Qualitative Research. Bangkok: Amarin Printing and Publishing. (In Thai).
[35] Prahalad, C.K., and Ramaswamy, V. 2004. The Future of Competition: Co-Creating Unique Value with Customers. Boston: Harvard Business School Press.
[36] Ratanawong, W. 2013. The Antecedents and Consequences of Service Innovation for Tour Business in Southern Thailand, PhD diss., Prince of Songkla University.
[37] Rogers, C. R. 1962. The interpersonal relationship: The core of guidance. Harvard educational review, 32(4): 416-429.
[38] Sanyawiwat, S. 2008. Social Development Theory and Strategy. Bangkok: Chulalongkorn University. (In Thai).
[39] Schmookler, J. 1966. Economic sources of inventive activity. Journal of Economic History, 22(1): 1-20.
[40] Schumpeter, J. 1934. The Theory of Economic Development. (reproduced, New York: 1961). Cambridge: Harvard University Press.
[41] Sun, W., Price, J. and Ding, Y. 2019. The longitudinal effects of internationalization on firm performance: The moderating role of marketing capability. Journal of Business Research, 95: 326-337. DOI:https://doi.org/10.1016/j.jbusres.2018.08.014
[42] Sundbo, J. 1997. Management of innovation in services. Service Industries Journal, 17(3): 432-455. DOI:https://doi.org/10.1080/02642069700000028
[43] Weng, M. H., Ha, J. L., Wang, Y. C. and Tsai, C. L. 2012. A study of the relationship among service innovation, customer value and customer satisfaction: An empirical study of the hotel industry in Taiwan. International Journal of Organizational Innovation, 4(3): 98-112.
[44] Xuto, N. 1997. Qualitative Research. Bangkok: P.N. Printing. ISSN: 1906-8700. (In Thai).
[45] Ye, B. H., Qiu, H. Z. and Yuen, P. P. 2011. Motivations and experiences of Mainland Chinese medical tourists in Hong Kong. Tourism Management, 32(5): 1125-1127. DOI:https://doi.org/10.1016/j.tourman.2010.09.018
[46] Zeithaml, V. A. and Bitner, M. J. 2000. Services marketing: customer focus across the firm (2nd ed.). Boston Massachusetts: McGraw-Hill.
[47] Zhang, J. and Duan, Y. 2010. The impact of different types of market orientation on product innovation performance: Evidence from Chinese manufacturers. Management decision, 48(6): 849-867. DOI:https://doi.org/10.1108/00251741011053433
[48] ASEAN Secretariat. 2016. ASEAN Community Based Tourism Standard. Association of Southeast Asian Nations (ASEAN) 2016. Available at: https://www.asean.org/wp-content/uploads/2012/05/ASEAN-Community-Based-Tourism-Standard.pdf
[49] OECD. 2008. Tourism in OECD Countries: Trends and Policies, 123-131. Paris: OECD Publishing.
[50] Phatthalung Tourism and Sports Office. Tourism and Sports Documentation between Year 2017-2018. Phattalung: Phatthalung. Available at: https://phatthalung.mots.go.th/index.php (In Thai).
[51] The Office of SMEs Promotion. SMEs situations report in Year 2018. Available at: https://www.sme.go.th/th/download.php?modulekey=215 (In Thai).
Published
2021-02-22
How to Cite
NA SONGKHLA, Ratirath et al.
The Marketing Efficiency Development to Create Value-Added for Product and Service of Community-Based Tourism. Study Case for Phatthalung Province.
Journal of Environmental Management and Tourism, [S.l.], v. 12, n. 1, p. 266-276, feb. 2021.
ISSN 2068-7729.
Available at: <https://journals.aserspublishing.eu/jemt/article/view/5902>. Date accessed: 21 nov. 2024.
doi: https://doi.org/10.14505//jemt.v12.1(49).23.
Section
Article
Copyright© 2024 The Author(s). Published by ASERS Publishing 2024. This is an open access article distributed under the terms of CC-BY 4.0 license.