Resource-based view strategy as a determinant of business performance moderated by market orientation in MSMEs culinary sector in Medan city

The purpose of this research is to know the business performance can be achieved through Resource Based View Strategy by applying flexibility, supply chain integration, organization capability to market orientation in culinary sector business in Medan. Data collection using questionnaires (Google Form) for each variable, on 88 MSMEs culinary sector in Medan city with the characteristics of small to medium businesses and already applying supply chain integration. The data is analyzed using multiple linear and moderated regression analysis (MRA) techniques. The results showed that flexibility had no positive effect on business performance. However, supply chain integration and organization capability had a positive effect on business performance. Flexibility and supply chain integration positively affect business performance moderated by market orientation. At the same time, organization capability does not positively affect business performance moderated by market orientation.


Introduction
Rumelt, Barney and Dierick Cool all contributed to the development of RBV strategic management. Barney's (1991) article, "Firm Resources and Sustained Competitive Advantage," is one of the most frequently cited articles. Barney provides a formal overview of the perspective business level of resources: valuable, rareness, inimitable, and non-substitutable. In order to be a potential resource in competitive advantage, the company's resources must have these four attributes. The basic assumption of RBV theory is that the resources in a company merge into one (bundles), and the underlying capabilities of production are not the same as the other.
In this research, business performance can achieve through the Resource-Based View Strategy by applying flexibility, supply chain integration, and organization capability to market orientation in a company. This research focuses on the culinary sector of MSMEs in the city of Medan.

The Relationship between Flexibility and Business Performance
According to Sarwoto (2015), flexibility improves customer satisfaction by allowing businesses to develop goods with features and performance that satisfy the demands of their customers. Flexibility enables businesses to manufacture various items without incurring excessive delays, charging a premium to customers, and sacrificing quality. The more the company's flexibility, the more positively influenced the company's success. Research by Supeno et al., (2015) showed that the more flexible the strategies that managers apply in their companies, the more competitive the performance. Moreover, recent research by Chahal et al., (2020) shows a positive and significant relationship between flexibility and three sub-performances. Based on this description, this hypothesis is reformed H1: Flexibility positively affects business performance.

The relationship between Supply Chain Integration and Business Performance
Integration must be achievable by organizations or companies within the supply chain management network. The purpose of supply chain management is to integrate the company's main business processes ranging from upstream and downstream to end-users through the provision of products to services, and information that provides added value for consumers and other stakeholders (Fitrianto et al., 2016). According to Storer et al., (2014), supply chain integration has a significant impact on a company's performance. It demonstrates that integration between lines and between supply chain members will systematically increase the speed of information flow, product availability, and payment and ordering systems that effectively improve company performance. In research by Chahal et al., (2020), they also said a positive relationship between them. With this statement, it is assumed that supply chain integration that influences the business performance. So this research hypothesis is formulated H2: Supply chain integration has a positive effect on business performance.

The relationship between Organization capability and Business Performance
According to Winter (2003), "Organizational capability is primarily defined by the high-level organizational practices that use to coordinate the productive activities of a firm." Organization capability is essential and can build by the top-level organizational practices that coordinate productive organizational activities. Moreover, Nasyira et al., (2014) also said that good organizational capabilities would form an excellent organizational commitment, thus increasing employee work motivation. It follows by research conducted by Chahal et al., (2020), which showed a significant relationship between organization capability and business performance. Based on the statement, it suspects that there is an influence between organization capability and business performance. So the hypothesis of this study is reformed H3: Organization capability has a positive effect on business performance. Grewal and Tansuhaj (2001) explained, companies use strategic flexibility (flexibility) to improve performance while gaining a competitive advantage in the market, so that strategic flexibility (flexibility) is assumed to have an impact on the company's performance moderated by market orientation. Through market orientation, the company can analyze changes in consumer needs and then create products with a value that suits those needs (Migdadi et al., 2017). The above concept is by Sumiati (2019), which states that strategic flexibility and market orientation significantly improve company performance. Then the research hypothesis formulated H4: Market orientation moderates the influence of flexibility on business performance.

The relationship between Supply Chain Integration to Business Performance moderated by Market Orientation
Relationships with customers, exchange of information over the network, use of computerized systems, market information sharing, sharing of product availability information, order fulfillment management process), level of customer complaints, customer satisfaction evaluation) are all dimensions of supply chain integration (Yun et al., 2019). A study by Muntaka et al., (2017) concludes that supply chain integration is essential in improving business performance, especially in the market. In addition, being oriented to market changes is also very important (Ardiani et al., 2016). Based on the statement, supply chain integration is very influential on the company's performance to meet consumer interest in the market. The hypothesis in this study can then formulate H5: Market orientation moderates the influence of supply chain integration on business performance.

The relationship between Organization Capability and Business Performance moderated by Market Orientation
According to Winter (2003), "Organizational capability is primarily defined by the high-level organizational practices that use to coordinate the productive activities of a firm." Organization capability is essential and can build by the top-level organizational practices that coordinate productive organizational activities. Mardiyono (2015) said the company's ability includes implementing market orientation in seeking various market information to be used as a basis for the company to take steps or strategies to improve business performance. This statement means that the organization's capability is very influential on the company's performance to produce products that are in demand by the market. So the following is the research hypothesis H6: Market orientation moderates the influence of organization capability on business performance.

Research Methods
Independent variables in this study are flexibility, supply chain integration, and organization capability, while the dependent variables are business performance and moderation variables are market orientation.
This study collected primary data by spreading questionnaires containing five alternative answers for each statement measured on five scales. A value close to 1, meaning its application was terrible, while approaching 5, told it was already applying very well. The population in this study is 766 culinary sector businesses in the city of Medan, with the characteristics of small-scale enterprises that have a turnover between Rp300 Million-Rp2.5 billion to medium scale, which has a turnover of Rp 2.5-50 billion that has implemented supply chain integration, organizational structure, and division of labor into management that have been neatly arranging. Then it was divided into two categories, namely food and beverage. This category, for example, included restaurants, cafés, and coffee shops. The second category was the home industry. This category was a type of culinary business that used the house as a center of production, administration, and marketing at the same time. The business owned and run by the respondents was currently a long-running business. The sampling technique used for this study is (Random sampling) using the formula Yamane Taro.The number of samples studied was 88. The data processing method used in this study was carried out with the help of SPSS software version 18.0. The following figure shows the relationship of each variable in a conceptual framework.

Result and Discussions
Before data processing was implemented, it tested for validity and reliability to ensure that the instrument was an accurate and reliable measuring instrument. The validity test compares the value of r calculated (correlated item-total correlations) with the value of the r table. If the value of r calculates > r of the table and is marked positive, it is considered valid. At the same time, the reliability test uses a measuring tool that is a statistical test Cronbach Alpha (α). If the value of a variable or construct is equal to > 0.60, then the variable or construct is considered reliable. The results of the validity measurement can be seen in the following table:  Based on the reliability test results above, it can seem that the 5 variables that exist have Cronbach's Alpha > 0.60 means that all statements of each variable are reliable.
In this study, the number of samples used was 88 respondents and obtained an at-table value of 1.663 at a significance level of 0.05. Based on the results of table 5 using SPSS 18.0, the following are the results of the Partial Test. In variable X1 (flexibility), it knows the value of t count < t table (1,238 < 1,663) and significance value (0.219 > 0.05), thus it can be said that flexibility does not positively influence the business performance of MSMEs in the culinary sector in Medan. These results contradict the results of Chahal et al., (2020) and also Supeno et al., (2015) and also disagreed with Sarwoto (2015), who said that flexibility increases customer satisfaction by allowing companies to produce products with features and performance that meet customer needs. There are demographic factors that cause this study to have no positive influence. In this study sample, flexibility is less beneficial for companies to produce the various types of products that customers need to enhance customer satisfaction without collecting information about consumer needs and the factors that make up those needs. The dynamic nature of a company combined with flexibility does not always allow it to respond to changes in the external environment, especially the market. It is not easy to adapt to a continuously changing business environment. Rigidity is typical in a sample of 84 % of small businesses because companies have concentrated entirely on past performance. They continue to follow the old strategy, regardless of whether it is still applicable to the present situation. As a result, businesses are slow to change and inflexible. The business does not influence the external environment. As a result, the business cannot change it and direct the change as it sees proper. All they can do is adapt. When combined with market orientation, flexibility may regard as the potential required by the firm to attain performance success. Market orientation recognizes that the external environment (particularly the market) is dynamic and constantly changing. Companies may utilize knowledge about customer requirements to produce valuable products with a competitive advantage since consumers determine market demand. As a result, the company may monitor changes in customer demands and then create products with a value that meets those needs, allowing them to respond rapidly to competitors' actions. In variable X2 (supply chain integration), it knows the value of t count > t table (3,304 > 1,663) and significance value (0.001 < 0.05), thus it can be said that supply chain integration positively influences the business performance of the culinary sector MSMEs in Medan. The results of this study support the results of previous research conducted by Chahal et al., (2020) and Storer et al., (2014), where supply chain integration has a significant influence company's performance. It shows that integration between lines and between members of the supply chain will systematically increase the speed of information flow, product availability to payment, and ordering systems that are effectively improved. As said by Fitrianto et al., (2016), The purpose of supply chain management is to integrate the company's main business processes starting from upstream and downstream to end-users, through the provision of products to services and information that provide added value for consumers and other stakeholders. This explanation can show that supply chain integration has become a practical tool used to support business processes between companies and that the pattern of integration can affect business performance.
In variable X3 (organization capability), the value of t count > t table (2,538 > 1.663) and significance value (0.013 < 0.05), it can be said that organization capability has a positive influence on the business performance of MSMEs in the culinary sector in the city of Medan. It can be attributed to Winter (2003), which says that organization capability is important to be built by the practices of top-level organizations used to coordinate productive organizational activities. Nasyira et al., (2014) also said that good organizational capabilities would form a good organizational commitment, thus increasing employee work motivation. This study supports Chahal et al., (2020) research which shows a significant relationship between organization capability and business performance. With organizational capability, companies can formulate how their organizational resources will achieve and produce a performance that has been determined and built on important considerations and decisions by coordinating all units. Also, the activities achieve predetermined goals, thus enabling every organization's policy and activity to produce productive results. As a result, it is possible to conclude a relationship between organizational capability and business performance.  Table 6 shows that equation model 2 of MRA is eabsolute = 2.405 -0.094, where the constant value is in the positive direction. Also, the value of significance is less than 0.05, which is 0.049 < 0.05. Thus, it can conclude that H₁ is received and H₀ rejected, namely, that market orientation moderates the relationship between the influence of flexibility on the business performance of MSMEs in the culinary sector in Medan. Based on Grewal and Tansuhaj's (2001) explanation, companies use strategic flexibility to improve performance while gaining a competitive advantage in the market. Strategic flexibility is assumed to impact the company's performance moderated by market orientation. Through market orientation, the company can analyze changes in consumer needs and then create products with a value that meets those needs (Migdadi et al., 2017). Flexibility can connect with market orientation, which results in the company's ability to adapt and work effectively in various scenarios in the external environment (especially the market). Companies can make strategic decisions on enhancing their performance to adapt to changes, adjust their strategy due to changes in the situation, and quickly accept changes in customer needs and another external environment. Sumiati (2019) also found that strategic flexibility and market orientation had a significant role in improving a company's performance. Thus, from the explanation, it can be concluded that the results of research conducted by the authors following market orientation moderate the relationship of influence between flexibility and business performance.  Table 7 shows that model equation 3 of MRA is eabsolute = 2.823 -0.148, where the constant value is positive. Also, the value of significance is less than 0.05, which is 0.001 < 0.05. Thus, it can conclude that H₂ is accepted and H₀ rejected, namely that market orientation moderates the relationship between the influence of supply chain integration on the business performance of MSMEs in the culinary sector in Medan. Mentioned in the dimensions of supply chain integration, namely, relationships with customers, exchange of information over the network, use of computerized systems, market information sharing, sharing of product availability information, order fulfillment management process, level of customer complaints, customer satisfaction evaluation (Yun et al., 2019). It is pretty clear from the dimensions that companies cannot ignore the potential benefits of supply chain integration. It can be associated with Muntaka et al.,'s (2017) research, which concluded that supply chain integration improves business performance, especially in the market. In addition, being oriented towards market changes is also very important (Ardiani et al., 2016). All these statements mean that supply chain integration is very influential in meeting consumer interest in the market. The more the company integrates with suppliers and consumers, the better its performance. The company also gains the trust and commitment of suppliers and customer loyalty. Moreover, the authors' research results following the market orientation moderate the relationship of influence between supply chain integration and business performance.  Table 8 shows that the model equation 4 MRA is eabsolute = 1.361-0.040, where the constant value is positive. Moreover, the value of significance is more significant than 0.05, which is 0.362 > 0.05. Thus, it can conclude that H₃ reject and H₀ accepted that market orientation does not moderate the relationship between the influence of organization capability on the business performance of culinary sector MSMEs in Medan. A good company will implement good organization capability and will affect the improvement of its business performance. Winter (2003) revealed that important organizational capability build by the practices of top-level organizations used to coordinate productive organizational activities. The sample from this study does not require market orientation. It is because various efforts made to increase organizational capability. Because the organization is dealing with an ever-changing environment, one of the efforts made is the learning process as the main process. The learning process will give the company the ability to get the main resources. These resources arise as a result of organizational learning activities, and organizations must have the ability to manage them. Organization capability can enable companies to obtain relevant information more quickly and accurately, predict market trends and eliminate unpredictable operational routines (Pudjiarti & Putranti, 2020).

Moderated Regression Analysis
Because the culinary sector in Medan continues to arise in many forms with its management features daily, the power of culinary taste and customer service are two examples of organizational skills used in this study sample. Then, having chefs who can preserve the quality of taste while also passing on their expertise to other prospective chefs would provide human resources who understand the operating requirements of the needed forms. These two things can shape capabilities because they are directly related to the company's core value in consumers' view by owning and employing talents with competencies directly related to the quality of cuisine and consumer service that can maintain their business performance.

Conclusion
The results showed that flexibility did not have a positive effect on business performance. However, supply chain integration and organization capability positively affect the business performance of MSMEs culinary sector in Medan city. Flexibility and supply chain integration positively affect business performance moderated by market orientation. At the same time, organization capability does not positively affect business performance moderated by market orientation in the culinary sector MSMEs in Medan.
Further researchers expect to add other independent variables to measure business performance, such as e-commerce adoption that can focus on using digital technology using e-commerce. In today's industrial era, digital and physical change is inevitable, as are MSMEs. The majority of MSMEs in Medan or other cities in Indonesia have not fully used digital technology as a marketing strategy for expanding their market share. There must be a program that direct at strengthening from the technology side. This research can also be done with different research methods and also with other objects.
As for the limitations experienced and can be a factor that can considering for future researchers, namely the number of respondents who are only 88 MSMEs, of course still less to describe the actual situation and it is expected for further research to reach the object more than 100 MSMEs.