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Journal articles on the topic 'Market orientation'

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Author: Grafiati

Published: 4 June 2021

Last updated: 10 March 2023

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1

Filieri, Raffaele. "From market-driving to market-driven." Marketing Intelligence & Planning 33, no. 3 (May 5, 2015): 238–57. http://dx.doi.org/10.1108/mip-02-2014-0037.

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Purpose – The purpose of this paper is to extend the literature on market-driven and market-driving management and analyzes the Benetton’s market orientation change from a market-driving to a market-driven orientation. Additionally, this study uses longitudinal data to measure the degree of success of the market-driven orientation. Design/methodology/approach – The study is based on a qualitative case study method and it discusses how Benetton has moved from a market-driving to a market-driven orientation. Findings – The paper analyzes the principal transformations the Benetton Group has gone through to implement a market-driven orientation, including the delocalization of the manufacturing and of trusted suppliers; the downstream integration process; the adoption of a flexible, efficient and responsive logistics; the implementation of a modern information systems infrastructure. Revenues data show that the company has benefited of the new orientation, but only in the short-run. Moreover, the early adoption of the market-driven orientation by competing firms (e.g. Zara) and the economic environment seem to play an influence on the performance of market-driven companies. Research limitations/implications – The single case study approach may limit the generalizability of the findings. However, this case study is unique and of high importance for managers in different industries. Originality/value – Although some studies have discussed the benefits of market-driven and market-driving orientations, no study has analysed how companies move from a market-driving to a market-driven orientation. Additionally, existing studies have proved market orientation’s influence on business performance using static measures. This study uses longitudinal data to show the effect of market-driven orientation on a company’s long-term competitive advantage.

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Gruber-Muecke, Tina, and Katharina Maria Hofer. "Market orientation, entrepreneurial orientation and performance in emerging markets." International Journal of Emerging Markets 10, no. 3 (July 20, 2015): 560–71. http://dx.doi.org/10.1108/ijoem-05-2013-0076.

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Purpose – The purpose of this paper is to examine how market-oriented and entrepreneurial-oriented behaviour drives firm performance in an emerging markets context. Design/methodology/approach – Using data from 170 Austrian exporters to Central and Eastern Europe, the authors test a conceptual model including market-oriented and entrepreneurial-oriented practices as predictors of performance. Findings – Results indicate that both market-orientated and entrepreneurial-oriented strategies have positive performance effects in emerging markets. Research limitations/implications – A limitation is that firms were not examined longitudinally, as this is a cross-sectional study. Future research may include longitudinal studies or focus on other markets/regions. Practical implications – Firms are encouraged to adopt a market-oriented and entrepreneurial-oriented strategy to achieve better results in international, emerging market operations. Originality/value – The authors add to the emerging economy research literature by studying the relevance of market orientation and entrepreneurial orientation in determining firm performance in emerging markets. Furthermore, this study supports the generalizability of findings from an advanced to an emerging economies research setting.

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3

Uncles, Mark. "Market Orientation." Australian Journal of Management 25, no. 2 (September 2000): i—ix. http://dx.doi.org/10.1177/031289620002500201.

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4

Shoham, Aviv, and Gregory M. Rose. "Market Orientation." Journal of Global Marketing 14, no. 4 (May 4, 2001): 5–25. http://dx.doi.org/10.1300/j042v14n04_02.

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5

Fang, Shyh-Rong, Enchi Chang, Chueh-Chu Ou, and Chia-Hui Chou. "Internal market orientation, market capabilities and learning orientation." European Journal of Marketing 48, no. 1/2 (February 4, 2014): 170–92. http://dx.doi.org/10.1108/ejm-06-2010-0353.

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6

Pehrsson, Tobias. "Do types of strategic orientations make a difference?" European Business Review 32, no. 1 (January 2, 2020): 26–45. http://dx.doi.org/10.1108/ebr-03-2018-0071.

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Purpose The purpose of this paper is to create a new research direction within the domain of firms’ strategic orientations. Design/methodology/approach Based on data from Swedish multinational corporations (MNCs), this paper identifies types, i.e. configurations, of strategic orientations involving the components of entrepreneurial orientation and market orientation, and examines relationships with performance in foreign markets. Cluster analysis identifies types, and linear regression analysis examines relationships with performance in foreign markets. Findings Four types of orientations were found: conservative; entrepreneurial; maximizing; and irresolute. Furthermore, it was found that the relationship with performance in foreign markets is most positive for the maximizing followed by the conservative and irresolute. Research limitations/implications First, it is established that entrepreneurial orientation and market orientation do not operate in isolation but are mutually supportive. Second, by establishing that type of orientations makes a difference for performance, this paper goes beyond the predominant view saying that just degrees matter. Third, the findings contribute to resource-advantage theory by establishing that competitive advantage results from resources being complementary in nature. Practical implications Instead of solely relying only on entrepreneurial orientation, or market orientation, corporations are advised to carefully evaluate their configuration of orientations. The evaluation is decisive because it cites implications for performance. Originality/value The study contributes to the literature on strategic orientation in a unique way as it captures performance implications stemming from types of strategic orientations.

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Lu, Weijing, Chengcheng Liu, and Xiaoping Zhao. "Market Orientation or Social Orientation?" China Nonprofit Review 9, no. 2 (December 12, 2017): 173–206. http://dx.doi.org/10.1163/18765149-12341330.

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AbstractThe current studies about the transformation of government-organized foundation (go-foundation) usually focus on “de-administration.” Basing on new institutionalism and resource dependence theory, the study adds substantive rationality to explaingo-foundation transformation in China, and chooses 4 typical cases in Lushan earthquake relief in 2013. The study finds that, thego-foundation goes towards two different directions during transformation: one is resource-oriented marketization and the other is value-oriented socialization. Different from enterprises, the influencing factors of foundation transformation not only include the institution system and resources but also inherent philanthropic value.

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8

Montiel-Campos, Héctor. "Entrepreneurial orientation and market orientation." Journal of Research in Marketing and Entrepreneurship 20, no. 2 (October 15, 2018): 292–322. http://dx.doi.org/10.1108/jrme-09-2017-0040.

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Purpose The purpose of this study is to provide a comprehensive qualitative review of the empirical accumulated knowledge on the relationship between entrepreneurial orientation (EO) and market orientation (MO). Design/methodology/approach To systematically review the empirical literature that simultaneously tests the core tenets of EO and MO, this study followed a multi-step approach, which has served as a replicable literature review method in previous studies. A final sample of 121 papers published between 1987 and 2016 was developed. Findings The results show that EO–MO relationship research has made considerable strides in recent years and is accelerating and broadening. This interest is manifested in the 83 journals and 266 authors that were identified. Additionally, the results confirm that the Anglo region contributed the majority of EO–MO relationships in the study sample. Finally, the 121 papers in the sample were organized into six different approaches, which in turn represent 53 research models where the unidimensional conceptualizations of EO and MO were predominant. Originality/value This study has shown that the EO–MO relationship has been studied from different approaches, which revealed several research models that advance the knowledge on relationships between EO and MO. EO and MO are, in turn, also positively associated with firm performance. Thus, the study results highlight numerous and varied fertile areas for future research that may offer a more detailed understanding of the EO–MO relationship.

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9

Mavondo, Felix T., Jacqueline Chimhanzi, and Jillian Stewart. "Learning orientation and market orientation." European Journal of Marketing 39, no. 11/12 (November 2005): 1235–63. http://dx.doi.org/10.1108/03090560510623244.

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10

Bašan, Lorena, Jasmina Dlačić, and Željko Trezner. "Communication with market segments - travel agencies' perspective." Tourism and hospitality management 19, no. 1 (2013): 49–64. http://dx.doi.org/10.20867/thm.19.1.4.

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Purpose – The purpose of this paper is to research the travel agencies’ communication with market segments. Communication with market segments takes into account marketing communication means as well as the implementation of different business orientations. Design – Special emphasis is placed on the use of different marketing communication means and their efficiency. Research also explores business orientation adaptation when approaching different market segments. Methodology – In exploring marketing communication means, insights from Van der Merve (2003) were used. A selling orientation-customer orientation (SOCO) scale (Periatt, LeMay and Chakrabarty 2004) was implemented for exploring travel agencies’ business orientation. In exploring travellers’ motivations, insights from Ružic, Turkalj and Racic (2003), and Tomas Summer (2010) were used. Findings – Research results indicate that additional efforts should be made in restructuring travel agencies’ promotional budgets. Marketing communication means are not used according to the efficiency of their allocation. Therefore, the efficiency of marketing communication means used for reaching target markets should be taken into account. Additionally, travel agencies adapt their business orientation according to the importance of market segments. But future development and interaction with market segments should also be taken into account when adapting business orientation. Originality of this research – The originality is evident in the insights it provides about travel agencies’ communication efforts on target markets. It is original because it applies a selling orientation-customer orientation to a travel agency setting, and its research results indicate that business orientation implementation depends on the target market.

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Kim, Dong-Yun, Gi-Du Kang, and Linxue Li. "The impacts of internal market orientation on market orientation." Academic Society of Global Business Administration 18, no. 2 (April 30, 2021): 268–96. http://dx.doi.org/10.38115/asgba.2021.18.2.268.

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12

Eibe Sørensen, Hans, and Tage Koed Madsen. "Strategic orientations and export market success of manufacturing firms." International Marketing Review 29, no. 4 (July 13, 2012): 424–41. http://dx.doi.org/10.1108/02651331211242647.

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PurposeThe purpose of this study is to investigate the association of international orientation and market orientation and their joint effects on export market success. Additionally, it aims to examine how firms’ foreign market portfolio diversity moderates this association.Design/methodology/approachOn the basis of a review of the literature on market orientation and international orientation in relation to manufacturers’ performance on export markets, the paper proposes a set of hypotheses. The hypotheses are empirically tested using 249 questionnaire responses from CEOs supplemented with census data.FindingsThe results indicate that international orientation is positively related to export market success and that this relationship is independent of market portfolio diversity. The paper provides insights to the limitations of the dominant position that holds market orientation as an undisputed valuable strategic capability since market orientation has different non‐linear associations with export market success depending on market portfolio diversity. Finally, the results indicate that the joint effects of international orientation and market orientation on export market success only are present for firms with a focused market portfolio.Research limitations/implicationsThe authors argue that the performance implications of different strategic orientations on export market success are context‐dependent and that firms’ market portfolio diversity assists in providing this nuanced insight. The study's empirical cross‐sectional setting limits inference about causality among the constructs.Practical implicationsWhile all exporting manufacturing firms may benefit from an international orientation, business practitioners are advised to pay particular attention to the diversity of their foreign market portfolio prior to allocating resources to market‐oriented activities.Originality/valueIn this empirical contribution, the authors show how international orientation explains performance differentials among manufacturing exporters as well as how market orientation positively moderates this relationship. Furthermore, the paper shows the context dependency of the value of firms’ market orientation on the basis of export market portfolio diversity.

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13

Al-Ansaari, Yahya, Hakim Bederr, and Chuanhai Chen. "Strategic orientation and business performance." Management Decision 53, no. 10 (November 16, 2015): 2287–302. http://dx.doi.org/10.1108/md-01-2015-0034.

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Purpose – The purpose of this paper is to examine the role of strategic orientations (technology, alliance, and market orientations) of small and medium-sized enterprises (SMEs) in an emerging market, namely Dubai in the United Arab Emirates. Design/methodology/approach – Drawing upon data from 200 Dubai SMEs, this study uses a structured survey that was developed from a methodical literature review. Both descriptive and inferential statistics were used to evaluate the findings. Findings – The findings revealed that market orientation has a positive effect on business performance compared to technology and alliance orientations within SMEs in the Dubai marketplace. Research limitations/implications – This study offers SMEs a better understanding of their strategic orientations to enhance business performance. However, this study is limited to only SMEs operating in the Dubai marketplace. Future research could also look at other markets and use qualitative research methods. Originality/value – This study provides important insights that could guide SMEs in their understanding of strategic orientations and the benefits for business performance. These findings reinforce the growing empirical evidence of the positive effect of market orientation, as being a strategic direction for SMEs, on business performance.

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14

Siddique, C. M. "Impediments to market orientation." Education, Business and Society: Contemporary Middle Eastern Issues 7, no. 1 (May 6, 2014): 33–56. http://dx.doi.org/10.1108/ebs-03-2013-0007.

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Purpose – This study was undertaken to explore obstacles to market orientation in the retail small- and medium-sized retail enterprises (SME) sector of the United Arab Emirates (UAE), a rapidly growing economy in the Gulf region. The paper aims to discuss these issues. Design/methodology/approach – The study used a triangulation data collection approach, including a case study, participant observation, and a questionnaire-based survey. Five research hypotheses were developed on context-specific impediments to market orientation, identified by means of in-depth interviews with owners/operators of SMEs, their channel partners and customers, and were tested with survey data. Findings – The study revealed a weak market orientation among UAE-based retail SMEs. An undifferentiated competition, limited resource infrastructure, and a short-term planning horizon occurred as the major impediments to the development and implementation of a market orientation. SMEs that preferred to maintain the status quo, and those who perceived UAE ' s commercial environment as lenient and pro-business, also expressed a lack of interest in the marketing concept and market orientation as a competitive strategy. Research limitations/implications – The study supports the contention that social-structural conditions and business practices can create formidable barriers to a market orientation in emerging markets. The findings call for shifting the current research focus from intra-organizational antecedents of market orientation to context-specific factors that may impede or facilitate market orientation. Originality/value – The study unravels a unique set of impediments to market orientation in UAE ' s retail sector and thus contributes to the ongoing interest of marketing scholars in expanding the range of possible antecedents of a market orientation. The findings of this study should be of special interest to foreign business firms aspiring to enter the growing retail sector of UAE and other emerging markets in the Gulf region.

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15

Human, G., and P. Naudé. "Relationship and innovation orientation in a business-to-business context." South African Journal of Business Management 41, no. 4 (December 31, 2010): 59–70. http://dx.doi.org/10.4102/sajbm.v41i4.530.

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Market orientation and innovation orientation, including their relationship with firm performance, are well-debated in prevailing marketing literature. Interestingly, relationship orientation, as an extension of market orientation, is yet to be subjected to similar investigation. While relationship orientation suggests that firms should invest in building relationships with clients and suppliers to generate improved financial performance, innovation orientation proposes that customers will prefer superior and innovative products/services and it supports a learning philosophy. Torn between two shores, the result is often that practitioners are confused as to what the desired orientation for the firm should be. This paper considers the relationship of both orientations with firm performance in business-to-business (B2B) markets simultaneously, and in particular examines the mediating effect of innovation on the relationship orientation-firm performance relationship. By employing published scales for innovation and relationship orientation, cross-sectional data were collected from 181 business-to-business managers in South African firms. Confirmatory factor analysis was used to test for scale reliability and validity, while the hypothesized relationships between constructs were considered through structural equation modelling and partial least squares analysis. The paper provides valuable insights for measuring these constructs in an emerging market context and suggests a balanced approach to adopting these strategic orientations in B2B markets. The results suggest that practitioners and researchers should pay attention to both orientations simultaneously, because jointly they are associated with better firm performance.

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Saastamoinen, Jani, Helen Reijonen, and Timo Tammi. "SMEs' market orientation toward public sector customers in public procurement." International Journal of Public Sector Management 34, no. 1 (November 3, 2020): 1–16. http://dx.doi.org/10.1108/ijpsm-05-2020-0131.

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PurposeThis paper investigates how the market orientation of SMEs toward public sector customers enables firms to participate and succeed in public procurement.Design/methodology/approachThe authors used a survey-based methodology. First, the authors reconfigured an empirical construct of market orientation for private sector markets to measure the market orientation toward public sector customers. Then they conducted a survey of Finnish firms to test the construct and how it predicted firm performance in public procurement.FindingsThe authors find empirical support for firms to adopt a market orientation toward public sector customers. Their results suggest that customer and competitor orientations are positive predictors of participating and winning supply contracts in public sector tenders.Research limitations/implicationsSelf-reported survey data from a single country may limit the generalizability of results.Originality/valueThis paper is the first to report a market orientation toward public sector customers and describe how it is related to supplier performance in public procurement.

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17

Masa’deh, Ra’ed, Jawaher Al-Henzab, Ali Tarhini, and Bader Yousef Obeidat. "The associations among market orientation, technology orientation, entrepreneurial orientation and organizational performance." Benchmarking: An International Journal 25, no. 8 (November 29, 2018): 3117–42. http://dx.doi.org/10.1108/bij-02-2017-0024.

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PurposeThe purpose of this paper is to explore the relationship between three variables of strategic orientation (market orientation, technology orientation entrepreneurial orientation) and organizational performance in the Jordanian pharmaceutical sector.Design/methodology/approachThis study employed a quantitative research design where 252 questionnaires were collected form respondents operating in various pharmaceutical companies in Jordan to obtain necessary data to test the hypotheses developed for the study. Multiple regressions were used to analyze the research data.FindingsThe results of the analysis revealed that strategic orientations were positively and significantly related to organizational performance. The findings also showed that market orientation contributed the most to the enhancement of organizational development followed by technology orientation and finally entrepreneurship orientation.Practical implicationsThese findings contribute to the understanding of the importance of employing multiple strategic orientations in order to enhance organizational performance, particularly in pharmaceutical companiesOriginality/valueThis is the first study which adequately covers the relationship between three variables of strategic orientation (market orientation, technology orientation, entrepreneurial orientation) and organizational performance in the Jordanian pharmaceutical sector.

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Diao, Maguette Teuw, and Balla Doucoure. "Implementing Strategic Orientations in SMEs: The role of CEO’s Market Orientation." Journal of Comparative International Management 25, no. 2 (December 28, 2022): 246–74. http://dx.doi.org/10.55482/jcim.2022.33299.

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The purpose of this study is to explore the influence of a CEO’s market orientation on the strategic orientations of Small and Medium Enterprises (SMEs). A survey was conducted and data were collected from a sample of 175 Senegalese SMEs. The data were analyzed using structural equation modeling in STATA. The results show that some dimensions of a CEO’s market orientation positively influence SMEs’ strategic orientations. The findings imply that CEOs must individually exhibit market-oriented behaviors to encourage the development of strategic orientations in their SME. This study contributes to the development of the literature on individual market orientation by revealing that the CEO’s market orientation constitutes a key factor for the strategic orientation in SMEs

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19

Lings, Ian N. "Internal market orientation." Journal of Business Research 57, no. 4 (April 2004): 405–13. http://dx.doi.org/10.1016/s0148-2963(02)00274-6.

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20

Darroch, Jenny, and Rod McNaughton. "Beyond market orientation." European Journal of Marketing 37, no. 3/4 (April 2003): 572–93. http://dx.doi.org/10.1108/03090560310459096.

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21

Ormrod, Robert P., and Heather Savigny. "Political market orientation." Party Politics 18, no. 4 (March 21, 2011): 487–502. http://dx.doi.org/10.1177/1354068810389632.

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22

Bigné, J. Enrique, Luisa Andreu, Inés Küster, and Andreu Blesa. "QUALITY MARKET ORIENTATION." Annals of Tourism Research 32, no. 4 (October 2005): 1022–38. http://dx.doi.org/10.1016/j.annals.2005.07.001.

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23

Ferrell, O. C., Tracy L. Gonzalez-Padron, G. Tomas M. Hult, and Isabelle Maignan. "From Market Orientation to Stakeholder Orientation." Journal of Public Policy & Marketing 29, no. 1 (April 2010): 93–96. http://dx.doi.org/10.1509/jppm.29.1.93.

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Coley, Linda Silver, John T. Mentzer, and Martha C. Cooper. "Is "Consumer Orientation" A Dimension of Market Orientation in Consumer Markets?" Journal of Marketing Theory and Practice 18, no. 2 (April 2010): 141–54. http://dx.doi.org/10.2753/mtp1069-6679180203.

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Vaitoonkiat, Ekawee, and Peerayuth Charoensukmongkol. "Stakeholder orientation’s contribution to firm performance." Management Research Review 43, no. 7 (January 30, 2020): 863–83. http://dx.doi.org/10.1108/mrr-07-2019-0296.

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Purpose This study aims to investigate stakeholder orientation’s influence on firm’s performance and analyze four types of stakeholder orientations: customer, competitor, employee and shareholder. Moreover, this research extended the previous literature by examining perceived market uncertainty’s moderating effect, which can influence the effects of the orientation to all four stakeholder groups’ effects on firm performance. Design/methodology/approach The study collected questionnaire data from 370 small and medium-sized enterprises in the steel fabrication industry in Thailand, and hierarchical regression analysis was used to test the hypotheses. Findings The results of the main effect analysis indicated that customer, competitor and employee orientation affected firm’s performance positively and significantly; however, the analysis did not support shareholder orientation’s significant contribution. Moreover, the analysis of the moderating effect showed that perceived market uncertainty moderated customer and competitor orientation’s effect on firm’s performance positively and significantly. However, perceived market uncertainty moderated employee and shareholder orientation’s effects on firm’s performance negatively and significantly. Originality/value This study advances prior research by showing that stakeholder orientation’s role in firms’ performance may be contingent on the nature of market conditions that firms experience. In particular, this research demonstrated that not all aspects of stakeholder orientation may be beneficial for firms to maintain high performance under high market uncertainty.

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Hult, G. Tomas M. "Market-focused sustainability: market orientation plus!" Journal of the Academy of Marketing Science 39, no. 1 (October 13, 2010): 1–6. http://dx.doi.org/10.1007/s11747-010-0223-4.

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Sommer, Christoph. "Market Orientation of News Startups." Journal of Media Innovations 4, no. 2 (January 28, 2017): 35–54. http://dx.doi.org/10.5617/jomi.v4i2.1507.

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The media industry is undergoing major disruptions, which foster innovation but make starting a new business particularly difficult. In this instable environment, theory suggests market orientation being important for success. Based on four case studies of early stage news startups, I investigate processes and practices of market orientation in the media. The results show that startups generate market intelligence in various ways and, in doing so, prioritize markets. Most attention is dedicated to learning about users, while they put less effort into examining businesses and competitors. Overall, market orientation seems to have a positive influence on a news startup's survival and support innovation.

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Park, Chansoo, Chang Hoon Oh, and Azilah Kasim. "Market challenges, learning and customer orientation, and innovativeness in IJVs." International Marketing Review 34, no. 6 (November 13, 2017): 945–67. http://dx.doi.org/10.1108/imr-07-2014-0238.

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Purpose The purpose of this paper is to advance a theoretical framework that incorporates the relationship between market challenge and learning and customer orientations, and the influence of these orientations on innovativeness in an international joint venture (IJV) context. Design/methodology/approach The authors estimate a structural equation model utilizing survey data collected from 199 IJVs in the Republic of Korea. Findings The authors found that while market challenge does not influence learning orientation in IJVs, it does have a significant positive influence on customer orientation. Further, the authors’ findings support that both learning orientation and customer orientation have positive impacts on IJV innovativeness. Another interesting finding shows that the impact of learning orientation on IJV innovativeness is significant only when IJVs have high levels of interaction with parent firms. The study also reveals that having a strong learning orientation amplifies the impact of customer orientation on innovativeness in IJVs. Originality/value Despite increased interest in IJVs, there has been relatively little work linking IJV innovativeness with learning and customer orientations. The study contributes to recent streams of research that seek to understand the role of these orientations in IJV innovativeness.

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Gatignon, Hubert, and Jean-Marc Xuereb. "Strategic Orientation of the Firm and New Product Performance." Journal of Marketing Research 34, no. 1 (February 1997): 77–90. http://dx.doi.org/10.1177/002224379703400107.

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The authors seek to understand which of three different strategic orientations of the firm (customer, competitive, and technological) is more appropriate, when, and why it is so in the context of developing product innovations. They propose a structural model of the impact of the strategic orientation of the firm on the performance of a new product. The results provide evidence for best practices as follows: (1) A firm wishing to develop an innovation superior to the competition must have a strong technological orientation; (2) a competitive orientation in high-growth markets is useful because it enables firms to develop innovations with lower costs, which is a critical element of success; (3) firms should be consumer- and technology-oriented in markets in which demand is relatively uncertain—together, these orientations lead to products that perform better, and the firm will be able to market innovations better, thereby achieving a superior level of performance; and (4) a competitive orientation is useful to market innovations when demand is not too uncertain but should be de-emphasized in highly uncertain markets.

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Hernández Linares, Remedios, and María Concepción López Fernandez. "Entrepreneurial orientation, learning orientation, market orientation, and organizational performance: Family firms versus non-family firms." European Journal of Family Business 10, no. 1 (May 31, 2020): 6–19. http://dx.doi.org/10.24310/ejfbejfb.v10i1.6780.

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Firms develop and use multiple strategic orientations. However, the investigations considering more than one strategic orientation are scant and have paid scant attention to the singular context of family firms, despite the growing evidence of their special strategic behavior. To cover these research gaps, we analyze the combined effects of three strategic orientations (mainly, entrepreneurial orientation, learning orientation, and market orientation) on family firm’s performance, by comparing family firms and non-family firms from Spain and Portugal. Our results show that the entrepreneurial orientation is the strategic orientation with higher impact on family firm performance, followed by market orientation, so, our work offers family firms some insights to an improved performance. In addition our work contributes to literature by corroborating the idea of strategic equifinality.

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Mahmoud, Mahmoud Abdulai, Charles Blankson, Nana Owusu-Frimpong, Sonny Nwankwo, and Tran P. Trang. "Market orientation, learning orientation and business performance." International Journal of Bank Marketing 34, no. 5 (July 4, 2016): 623–48. http://dx.doi.org/10.1108/ijbm-04-2015-0057.

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Purpose – The purpose of this paper is to examine the relationship between market orientation, learning orientation and innovation; and second, assesses the role of innovation, market orientation and learning orientation on firms’ business performance using a developing country (i.e. the Ghanaian banking domain) as a study context. Design/methodology/approach – Following a nation-wide survey among senior managers of 28 banks in Ghana, five research propositions were tested using multiple linear regression analysis. Findings – Results demonstrate that market orientation has significant association with innovation while learning orientation has significant impact on innovation. Moreover, innovation mediates the relationship between market orientation and business performance. Research limitations/implications – This study adopt the cross-sectional research design and as such acknowledge the same limitations as other cross-sectional studies. Practical implications – The research will help bank executives especially in Ghana and other developing countries to appreciate these marketing variables. Social implications – Banks innovation efforts, concurrently with the development of market orientation culture and improvement in organizational learning processes must benefit bank customers and stakeholders as a whole. Originality/value – The research will help banks in Ghana and other developing countries to appreciate that their innovation efforts should concurrently be in sync with the development of market orientation culture and improvement in organizational learning processes.

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Morgan, Robert E., and Carolyn A. Strong. "Market orientation and dimensions of strategic orientation." European Journal of Marketing 32, no. 11/12 (December 1998): 1051–73. http://dx.doi.org/10.1108/03090569810243712.

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33

Al-Ansaari, Yahya, Simon Pervan, and Jun Xu. "Exploiting Innovation in Dubai SMEs: The Effect of Strategic Orientation on Organizational Determinants." International Journal of Innovation and Technology Management 11, no. 06 (November 25, 2014): 1450039. http://dx.doi.org/10.1142/s0219877014500394.

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This study investigates the role of strategic orientations of small- and medium-sized enterprises (SMEs) in an emerging market, namely Dubai in the United Arab Emirates. It uses the business-level typology of Miles and Snow (prospector, analyzer, and defender) to examine the effect of strategic orientations on organizational determinants (organizational culture, technology orientation, alliance and cooperation, and market orientation) and their consequences in terms of innovation. Drawing upon data from 189 Dubai SMEs, the findings reveal that there are differences in the organizational determinants with prospector and defender orientations, with analyzer orientations falling in-between. Prospectors place more reliance than defenders on developing organizational culture, technology orientation, alliance and cooperation, and market orientation. Constant changes in the Dubai business and market environments seem to affect SMEs' strategic orientations and smaller SMEs are more likely to be analyzers than the SMEs employing over 100 staff. This study provides useful insights into the role of strategic orientations and organizational determinants of Dubai SMEs to accomplish successful innovation results.

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Reijonen, Helen, Szandra Párdányi, Sasu Tuominen, Tommi Laukkanen, and Raija Komppula. "Are growth-oriented SMEs more likely to adopt market and brand orientations?" Journal of Small Business and Enterprise Development 21, no. 2 (May 13, 2014): 250–64. http://dx.doi.org/10.1108/jsbed-10-2013-0152.

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Purpose – The purpose of this paper is to examine how SMEs with varying growth intentions differ from each other with regard to market orientation and brand orientation. Both of these strategic orientations are seen to lead to enhanced market performance. Consequently, the authors investigate whether those small firms that regard growth as an important goal have adopted market or brand orientation. Design/methodology/approach – Responses from 492 SMEs were analysed. They were clustered into four groups according to their growth intentions. These groups included firms that have low growth intention, capital adequacy growth intention, expansion growth intention and high growth intention. ANOVA was used to explore whether these groups differed in their market or brand orientation. Findings – The results indicate that the higher growth intention group the SME belonged to the more market and brand oriented it is. The biggest differences between the SMEs were found with regards to brand orientation. Research limitations/implications – The findings suggest that SMEs have acknowledged the positive effect of market and brand orientations on firm growth, thus highlighting the importance of supporting growth-oriented SMEs in their quest to become more market or brand oriented. Originality/value – The study sheds more light on the little researched themes of market and brand orientations in the context of SMEs. It also offers insights into how growth intentions affect the adoption of different strategic orientations.

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Unal, Nesibe Nur. "Interactive Effect of Export Strategic Orientations on Export Market Learning Ambidexterity: A Study of Turkish Export SMEs." International Journal of Applied Research in Management and Economics 5, no. 1 (March 20, 2022): 27–50. http://dx.doi.org/10.33422/ijarme.v5i1.770.

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The interactive effect of export strategic orientations on export market learning ambidexterity has been studied in this paper. Export market orientation and export entrepreneurial orientation, as strategic orientations, have a complement feature among them, while ambidexterity itself is a complement form of exploration and exploitation. In this study, the relationship between these two complement effects was examined by using 291 export SMEs located in Turkey which is an emerging economy. According to the results, a great impact from interactive effect of strategic orientations to ambidexterity is examined. Also, in line with the previous researches, the results confirmed that export strategic orientations individually have impact on exploration and exploitation. The findings help provide a more complete understanding of how export strategic orientations might be related to export market learning dimensions. It is revealed that both types of orientations provide different managerial efforts individually and interactively to develop and foster exploration, exploitation and ambidexterity in export markets.

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Pangeran, Perminas. "ORIENTASI PASAR, ORIENTASI KEWIRAUSAHAAN DAN KINERJA KEUANGAN PENGEMBANGAN PRODUK BARU USAHA MIKRO KECIL DAN MENENGAH." Jurnal Riset Manajemen dan Bisnis 7, no. 1 (June 1, 2012): 1. http://dx.doi.org/10.21460/jrmb.2012.71.80.

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This study examines the effect of two strategic orientations, market orientation and entrepreneurial orientation, on financial performance in new product development. Drawing upon a sample of 137 micro, small, and medium-sized firms, multiple regression was used for testing four hypotheses. The results show thata market orientation and risk taking were positively related to financial performance in new product development, while innovativeness and risk taking show no such relationship.Keywords: market orientation, entrepreneurial orientation, and new product

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Kolar, Tomaž. "Benchmarking market orientation of banks in transitional markets." International Journal of Bank Marketing 24, no. 2 (February 2006): 76–97. http://dx.doi.org/10.1108/02652320610649905.

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Grinstein, Amir. "The relationships between market orientation and alternative strategic orientations." European Journal of Marketing 42, no. 1/2 (February 15, 2008): 115–34. http://dx.doi.org/10.1108/03090560810840934.

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Abdullah saeed A, Alshahry, and Wang Aimin. "Market orientation and innovation: A review of literature." International Journal Of Innovation And Economic Development 1, no. 1 (2015): 17–26. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.11.2002.

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Jawad Hussain, Palwasha Bibi, Ashfaq Ahmad, and Hazrat Bilal. "Disintegrated Market Orientation and Firm Performance: Moderating Effect of Entrepreneurial Orientation." Journal of Accounting and Finance in Emerging Economies 7, no. 1 (March 31, 2021): 155–68. http://dx.doi.org/10.26710/jafee.v7i1.1589.

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The interplay between strategic orientations has received limited attention in manufacturing small and medium enterprises (SMEs).The existing studies have repeatedly called for investigating the impacts of multiple strategic orientations on organizational performance. Moreover, prior research called for disintegrating the strategic orientation and assessing their effects on organizational performance. Thus, this study is the first of its nature – disintegrating the market orientation (MO) construct and using data from 213 SMEs of Pakistan, collected through survey method, which reports on how the deployment of entrepreneurial orientation (EO) as moderator produces synergistic effect and strengthens the MO dimensions –organizational performance links. The results indicate that the MO dimensions are positively and significantly related to organizational performance. Moreover, EO significantly and positively moderates the MO dimensions and organizational performance relationships. The study provides avenues for future research.

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Lings, Ian N., and Gordon E. Greenley. "Measuring Internal Market Orientation." Journal of Service Research 7, no. 3 (February 2005): 290–305. http://dx.doi.org/10.1177/1094670504271154.

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Caruana, Albert, Leyland Pitt, and Pierre Berthon. "Excellence-Market Orientation Link." Journal of Business Research 44, no. 1 (January 1999): 5–15. http://dx.doi.org/10.1016/s0148-2963(97)00173-2.

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HALLUMS, A. "Developing a market orientation." Journal of Nursing Management 2, no. 2 (March 1994): 87–92. http://dx.doi.org/10.1111/j.1365-2834.1994.tb00134.x.

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Esteban, Águeda, Ángel Millán, Arturo Molina, and David Martín‐Consuegra. "Market orientation in service." European Journal of Marketing 36, no. 9/10 (October 2002): 1003–21. http://dx.doi.org/10.1108/03090560210437307.

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Hampton, Gerald M., Shaun McQuitty, and Dorothee L. Hampton. "Market Orientation and Professionalism." Health Marketing Quarterly 17, no. 4 (June 2000): 77–93. http://dx.doi.org/10.1300/j026v17n04_06.

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Hemsley‐Brown, Jane, and Izhar Oplatka. "Market orientation in universities." International Journal of Educational Management 24, no. 3 (March 30, 2010): 204–20. http://dx.doi.org/10.1108/09513541011031565.

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Connor, Tom. "Market orientation and performance." Strategic Management Journal 28, no. 9 (2007): 957–59. http://dx.doi.org/10.1002/smj.618.

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Atuahene-Gima, Kwaku. "Market orientation and innovation." Journal of Business Research 35, no. 2 (February 1996): 93–103. http://dx.doi.org/10.1016/0148-2963(95)00051-8.

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Na, Youn, Sungmin Kang, and Hye Jeong. "The Effect of Market Orientation on Performance of Sharing Economy Business: Focusing on Marketing Innovation and Sustainable Competitive Advantage." Sustainability 11, no. 3 (January 30, 2019): 729. http://dx.doi.org/10.3390/su11030729.

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This study investigated relationships among the market orientation of sharing economy business, marketing innovation, sustainable competitive advantage (SCA), and performance. Attempts are made to understand market orientation from cultural and behavioral perspectives to accelerate marketing innovation and identify measures for SCA and performance building. Frequency, reliability, validity, fitness, and path analyses were performed on 400 respondents, and a structural model was used. The results are as follows. First, functional coordination of the cultural market orientation of sharing economy business with consumer orientation significantly affected product innovation, but competitive orientation’s effect on product innovation was not significant. Competitive orientation and functional coordination significantly affected communication innovation, but consumer orientation’s effect on communication innovation was not significant. Second, market information generation and response to market information of behavioral market orientation of sharing economy business significantly influenced product innovation, but market information exchange’s influence on product innovation was not significant. Even though market information exchange and response to market information had a significant influence on communication innovation, the influence of market information generation on communication innovation was not significant. Third, both product and communication innovation of the marketing innovation of sharing economy business significantly influenced SCA. Fourth, the SCA of sharing economy business significantly influenced market dominating power.

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Lings, Ian N., and Gordon E. Greenley. "Internal market orientation and market‐oriented behaviours." Journal of Service Management 21, no. 3 (June 22, 2010): 321–43. http://dx.doi.org/10.1108/09564231011050788.

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