Antecedents of Market Orientation: A Cross-Cultural Comparison

Brettel, Malte; Engelen, Andreas; Heinemann, Florian; Vadhanasindhu, Pakpachong

doi:10.1509/jimk.16.2.84

Cited by 66 publications

(60 citation statements)

References 87 publications

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“…Recent scholarship also reveals that MO capabilities are particularly important within the context of exporting as MO helps firms learn about the foreign market and adjust strategies and products to better conform to market demand (Boso, Cadogan, & Story, 2013a;Brettel, Engelen, Heinemann, & Vadhanasindhu, 2008;Cadogan, Diamantopoulos, & Siguaw, 2002;Chung, 2012;Dong, Hinsch, Zou, & Fu, 2013;Ellis, 2007;Julian, Mohamad, Ahmed, & Sefnedi, 2014;Madsen, Sørensen, & Torres-Ortega, 2015;Murray et al, 2011). How to maintain competitive advantage when rivals also turn market oriented becomes a challenge to businesses (Kumar, Jones, Venkatesan, & Leone, 2011), especially international firms that face complicated domestic and foreign environments.…”

Section: Introductionmentioning

confidence: 99%

Market orientation and export performance: the moderation of channel and institutional distance

Brouthers

Filatotchev

2018

IMR

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This article is c Emerald Group Publishing and permission has been granted for this version to appear here (http://dro.dur.ac.uk/19530/). Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. Purpose: Market orientation (MO) has been shown to provide a valuable resource-based advantage in domestic markets. How internationalizing firms from emerging markets can benefit from this capability is more complex while facing institutional distance. This research develops and tests theory to suggest that although MO capabilities can enhance export performance, the structure where they are deployed, namely the export channel a firm uses and the market in terms of institutional distance from home, can affect the benefits derived from MO.Design/methodology/approach: With a sample of Chinese exporters and data collected via questionnaire survey, this research uses a multiple regression model to test the hypotheses. Findings:It finds that firms with stronger MO capabilities can improve export performance by using hierarchical channels and by exporting to more institutionally distant markets where MO provide greater value. Originality/value: This research claims to make several important contributions to the literature by providing a better understanding of how firms can successfully deploy MO capabilities when exporting.

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Section: Introductionmentioning

confidence: 99%

Market orientation and export performance: the moderation of channel and institutional distance

Brouthers

Filatotchev

2018

IMR

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“…More recently, the relationship between organisational culture and market orientation has also been researched (Harris 1996a;Harris & Ogbonna 1999;Harris 2000;Kasper 2002;Gebhardt et al 2006;Beverland & Lindgreen 2007;Brettel et al 2008;Tomaskova 2009;Taleghani et al 2013;Pinho et al 2014). …”

Section: Organisational Culturementioning

confidence: 99%

“…Researchers have sought to define factors that influence the degree to which firms are market oriented (Felton 1959;Lear 1963;Kohli & Jaworski 1990;Narver & Slater 1990;Gummesson 1991;Harris & Watkins 1998;Bisp 1999;Wood et al 2000;Kirca et al 2005;Gebhardt et al 2006;Mason & Harris 2006;Brettel et al 2008;Doyle & Armenakyan 2014;Pinho et al 2014). The factors which influence the degree to which organisations are market oriented are usually referred to as antecedents or barriers, meaning the characteristics that are apparent in firms that are market oriented and the reasons why they may not be as market oriented as they otherwise could.…”

Section: Factors Influencing Degree Of Market Orientationmentioning

confidence: 99%

“…Harris and Piercy (1999) noted that single country studies are at risk of overlooking the possible impact of national culture on the adoption of market orientation. Brettel et al (2008) identified that the degree to which organisations adopt market orientation is influenced by and dependent upon the cultural predispositions of their employees. Kirca et al (2009, p. 117) posited that the culture of a county influences the degree to which market oriented behaviour is adopted by organisations operating within those countries because the national culture permeates into an organisation.…”

Section: The Role Of External Culturesmentioning

confidence: 99%

“…Whilst past research suggests that organisation size and geographic location do not matter when it comes to benefitting from market orientation, industry and country cultures do influence the degree to which organisations are market oriented by influencing the personnel within them (Grunert et al 1996;Mason & Harris 2006;Brettel et al 2008;). …”

Section: Market Orientation In Food and Agribusiness Enterprisesmentioning

confidence: 99%

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Beliefs of senior managers and their influence on market orientation: an Australian owner-managed, vertically-integrated horticultural enterprise perspective

Currey¹

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Agriculture makes an important contribution to the Australian economy through food and fibre production, exports and employment. Horticulture is the third largest component of the Australian agricultural industry after meat and grain. It provided employment for almost 60,000 people in 2011/12. However, the number of people employed in horticultural product processing in Australia is declining, partly as a consequence of multinational food manufacturers relocating their commodity fruit and vegetable processing such as freezing and canning to countries with lower costs of production than Australia. Concurrent with the relocation of large-scale fruit and vegetable processing, segments of consumers are increasingly seeking new and unique food experiences with attributes such as low food miles, provenance and assurances of safe and ethical production practices. These can be manufactured by smaller-scale Australian-based processors because consumers seeking these benefits are often prepared to pay price premiums. This means that opportunities exist for Australian niche product manufacturers to develop and market products to satisfy this emerging demand. However, traditional horticultural industry marketing and distribution practices have relied on farmers focusing on efficiencies of production with little need for marketing which means that skills and understanding of marketing of products within the horticultural sector is limited.Market orientation contributes to organisational performance. It involves gathering market intelligence, sharing it widely within the organisation so that all departments can contribute to planning and implementing timely and coordinated responses to the identified opportunities and threats. It is part of organisational culture which in its simplest form is described as "the way we do things around here". Many aspects of market orientation have been published but past research on barriers to adoption of market oriented behaviour have focused on broad cultural issues rather than specific beliefs. Understanding specific beliefs of founders, owners and senior managers is important because beliefs influence behaviour. Research on the subject of market orientation in agriculture is limited and there are few studies on market orientation in horticulture, particularly in Australia. This research was conducted to determine the salient beliefs of top management teams of vertically-integrated horticultural enterprises that influenced the degree of market orientation adopted by their organisations.The research employed a qualitative approach involving 52 semi-structured interviews of founders, owners and senior managers reporting to them from four Australian verticallyPage ii integrated horticultural enterprises located in south east Queensland and northern New South Wales. These organisations were purposefully selected as typical. Two firms with annual incomes of $30m -$40m and managed by employed managers, and two with annual incomes of less than $2m managed by family members were selected a...

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Romanians’ Perceptions Regarding the Drivers of Social Venture. Evidence Based on AGER Data

Pãunescu

D’Ascenzo

2021

Business Revolution in a Digital Era

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Antecedents of Market Orientation: A Cross-Cultural Comparison

Cited by 66 publications

References 87 publications

Market orientation and export performance: the moderation of channel and institutional distance

Market orientation and export performance: the moderation of channel and institutional distance

Beliefs of senior managers and their influence on market orientation: an Australian owner-managed, vertically-integrated horticultural enterprise perspective

Romanians’ Perceptions Regarding the Drivers of Social Venture. Evidence Based on AGER Data

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