An Empirical Investigation of the Link between Market Orientation and Business Performance in Nonprofit Service Providers

Kara, Ali; Spillan, John E.; DeShields, Oscar W.

doi:10.1080/10696679.2004.11658519

Cited by 91 publications

(80 citation statements)

References 44 publications

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“…Gainer & Padanyi (2002) Managers' perceptions of customer satisfaction. Canadian art and culture organizations Resource acquisition and Reputation among sector peers compared to five years ago Kara, Spillan & DeShields (2004) Fundraising performance derived from 3 measures: Diverse NPOs across the U.S. continuous analysis of funding…”

Section: Resultsmentioning

confidence: 99%

A Proposed Model of Antecedents and Outcomes of Brand Orientation for Nonprofit Sector

Apaydin¹

2011

ASS

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Most literature focuses on the branding in the profit sector, while few efforts have been spent on studies in the nonprofit sector which has been in the rise in the last decades and constitutes a remarkable percentage of the economy in many developed countries. Nonprofit organizations are in essence a kind of an indicator of how developed a country is, so it might be accepted that in underdeveloped countries and developing countries they are not well established yet, so analyzing the well established nonprofit organizations will also usher the ones which are at still birth age. An issue which should be analyzed about nonprofit organizations is the application of a significant marketing concept of brand orientation. The proposed research aims to highlight the importance of branding and brand orientation for nonprofit organizations and to bring to surface the antecedents and the outcomes of being brand oriented in nonprofit sector. A comprehensive literature review was done and a conceptual model is proposed in this literature review.

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Section: Resultsmentioning

confidence: 99%

A Proposed Model of Antecedents and Outcomes of Brand Orientation for Nonprofit Sector

Apaydin¹

2011

ASS

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“…Almost all studies have empirically demonstrated implementing market orientation approach will almost inevitably lead to superior organisational performance (for a review, see the meta-analysis conducted by Cano et al 2004 andKirca et al 2005). This assumption is based on the fact that a market oriented posture creates a favourable environment to fulfil the customer needs, and thus has a positive impact on customer satisfaction (Kara et al 2004). Kumar et al (1998, p.203) argue that examining the market orientation-performance relationship in a "context-specific" setting (such as healthcare) provides "evidence for the applicability of an important strategic management and marketing concept to the field of health care management".…”

Section: Market Orientation and Organisational Performancementioning

confidence: 99%

The role of corporate culture, market orientation and organisational commitment in organisational performance

Pinho

Rodrigues

Dibb

2014

Journal of Management Development

122

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Purpose -The study proposes a conceptual framework that explores the relationships among the following constructs: corporate/organisational culture, market orientation, organisational commitment and organisational performance in non-profit organisations.Design/methodology/approach -In line with previous studies in the field, a quantitative research design was adopted. The data collection was performed through a mail survey of a sample of Portuguese non-profit organisations operating in the area of health. Structural equation modelling was used as a means to analyse the hypothesised relationships.Findings -Results have shown that organisational culture impacts on organisational performance. Concerning the market orientation consequences, the study results suggest that higher levels of market orientation result in both high levels of organisational commitment and organisational performance. Results also suggest that organisational commitment does not affect performance in a very significant way. Research limitations/implications -The study was restricted to non-profit organisations, particularly those operating in the area of health and used cross-sectional data to test the research model and hypotheses. Whilst these findings remain valid, they cannot be used for universal generalisations. This study has significant theoretical and practical implications.Practical implications -Practitioners and researchers agree that organisational culture may lead to different performance results, although little attention has been given to this issue. The study is useful for understanding organisational culture, market orientation, organisational commitment and organisational performance in non-profit organisations. This paper examines the relationships among these constructs within the specific context of non-profit organisations. This context is worthy of attention because these organisations are required to adopt a different attitude to their funding sources and organisational strategies than their commercial counterparts (Macedo and Pinho, 2006). In other words, non-profit organisations have to find creative new ways of managing their scarce resources in order to accomplish their goals. In contrast to the private sector, in which organisations profits among their stakeholders, non-profit organisations exist primarily to fulfil the social, philosophical, moral or religious values of their founders (Jeovans, 1992;Macedo and Pinho, 2006). 4 The data in this study is gathered in the non-profit health sector. The quantitative research design involves a mail survey targeted at Portuguese non-profit organisations that provide health services. Structural equation modelling was used to analyse the hypothesised relationships. Studying these relationships within this particular setting is timely, as studies of organisational culture in non-profit health organisations are limited, and the influence of the healthcare working environment on individuals and organisational outcomes has been neglected by researchers (Rathert et a...

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“…The fifth study of Kara, Spillan & DeShields (2004) relates market orientation and fundraising performance in a variety of NPOs. They give some explanations for focusing on fundraising performance based on other studies: (1) nonprofit organizations must market their services to attract resources and to obtain funds for survival, and (2) to avoid the problem of trying to measure service performance from the users' point of view.…”

Section: Previous Researchmentioning

confidence: 99%

“…Nonprofit organizations play an important role in communities by offering services considered important for the society such as health, social welfare, and education, among others (Henderson, Chase, & Woodson, 2002;Liao, Foreman & Sargeant, 2001;Kara, Spillan & DeShields, 2004).…”

Section: Importance Of Market Orientation Philosophy For Nonprofit Ormentioning

confidence: 99%

Market Orientation and Organizational Performance in the Nonprofit Context: Exploring Both Concepts and the Relationship Between Them

Duque¹,

Schneider²

2008

Journal of Nonprofit & Public Sector Marketing

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Market orientation and organizational performance in the nonprofit context. Exploring both concepts and the relationship between them. The purpose of this paper is to explore the relationship between the concepts market orientation and organizational performance for nonprofit organizations. To understand the nature of this link in the nonprofit context, the authors will discuss and elaborate on the applicability of both concepts to nonprofits. They will develop multidimensional notions of "societal orientation" and "nonprofit organizational performance," which fit the specific operating environment of nonprofit organizations engaged in the provision of health and social services. The authors also propose a conceptual framework that relates both notions and present the main underlying propositions. They conclude by suggesting items to empirically measure both constructs and venues for future research.

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An Empirical Investigation of the Link between Market Orientation and Business Performance in Nonprofit Service Providers

Cited by 91 publications

References 44 publications

A Proposed Model of Antecedents and Outcomes of Brand Orientation for Nonprofit Sector

A Proposed Model of Antecedents and Outcomes of Brand Orientation for Nonprofit Sector

The role of corporate culture, market orientation and organisational commitment in organisational performance

Market Orientation and Organizational Performance in the Nonprofit Context: Exploring Both Concepts and the Relationship Between Them

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