Is Market Orientation a Source of Sustainable Competitive Advantage or Simply the Cost of Competing?

Kumar, V.; Jones, Eleri; Venkatesan, Rajkumar; Leone, Robert P.

doi:10.1509/jmkg.75.1.16

Cited by 356 publications

(259 citation statements)

References 41 publications

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“…Kumar et al, 2011;Frösén et al, 2016;Frambach, Fiss & Ingenbleek, 2016). It increasingly seems to be the case that market orientation is a necessary, but not sufficient condition for higher-than-average business performance.…”

Section: How To Manage Market Strategy In Modern Markets?mentioning

confidence: 99%

“…Atuahene-Gima et al, 2005;Tsai et al, 2008;Herhausen, 2016). As Kumar et al (2011) suggest, to gain the full potential benefit of market orientation, firms must find a way to apply the concept that matches their unique situation. Part of finding the market orientation configuration that best fits a particular firm's circumstances then also involves finding the right level of proactiveness in the firm's market strategies.…”

Section: How To Manage Market Strategy In Modern Markets?mentioning

confidence: 99%

“…Ruekert, 1992;Kennedy et al, 2003;Beverland & Lindgreen, 2007;van Raaij & Stoelhorst, 2008). This venture is made more complex by the notions presented by Kumar et al (2011) that there is no one "cookie cutter" way of gaining the full potential benefits from market orientation. The "right" type of market orientation for a firm is thus determined by the configuration of firm capabilities and market environment for that firm (see e.g.…”

Section: How To Create Proactive Market Strategies?mentioning

confidence: 99%

“…Narver & Slater, 1990;Jaworski & Kohli, 1993;Slater & Narver, 1994;Han, Kim & Srivastava, 1998;Kirca, Jayachandran & Bearden, 2005;Morgan, Vorhies & Mason, 2009;Kumar et al, 2011;Frambach, 2016;see Liao et al, 2011, for a review of performance-related market orientation literature). While this relationship has held strong for a long time, more recent research by Kumar et al (2011) nuances the performance implications of market orientation. They find that, while there is still a positive effect on firm growth and profitability from being market-oriented, this effect has been steadily shrinking since the 1990s (Kumar et al, 2011).…”

Section: Market Orientation and Performancementioning

confidence: 99%

“…While this relationship has held strong for a long time, more recent research by Kumar et al (2011) nuances the performance implications of market orientation. They find that, while there is still a positive effect on firm growth and profitability from being market-oriented, this effect has been steadily shrinking since the 1990s (Kumar et al, 2011). They attribute this to the fact that, because more and more firms are becoming market-oriented to manage stiffer competition, being market-oriented becomes less of a competitive advantage.…”

Section: Market Orientation and Performancementioning

confidence: 99%

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Exploring Proactive Market Strategies : Managing the Market to Create Value

Brege

2018

Linköping Studies in Science and Technology. Licentiate Thesis

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How can firms become more successful and achieve higher business performance? How can they manage more complex and dynamic markets and maintain a high competitiveness? The answer is: through a more proactive approach to managing the market and creating customer value. This thesis explores proactive market strategies, which are firm's proactive strategies for creating, communicating, and delivering superior value to their customers, thereby achieving superior business performance. Prior literature in market orientation has touched the area of proactiveness in firms' approach to the market, but never properly defines proactiveness and lacks a clear connection to actual firm activities. Thus, in order to better understand how firms can gain the performance benefits from proactiveness, this thesis sets out to explore what proactiveness in a market-strategic context entails and what proactive activities firms perform in implementing their proactive market strategies.The research is based on two papers, each detailing one of the two complementary branches of the research. The first paper presents the conceptual work, focusing on a typology of marketoriented strategic behaviors, which are important for understanding how firms can gain the potential performance benefits of market orientation and how they can achieve behavioral fit among their activities. The second paper presents the empirical work, focusing on the qualitative case study performed and the themes of proactiveness that emerged from it. These papers are then synthesized into a holistic view of proactive market strategies in the thesis.The thesis finds that proactiveness at the firm level in a marketing context means a firm is future-oriented, initiative-taking, change-inducing, and creative. With a basis in this definition and the extensive literature on market orientation, the thesis presents conceptual developments that are important for understanding proactiveness in market strategy, such as a framework for understanding market strategies through firm activities and one for identifying and categorizing different types of proactive activities. Furthermore, the thesis gives more detailed descriptions of the case firms and how their proactive activities help them achieve success.This results in a thorough exploration of proactive market strategies, which contributes to the marketing and strategic management literatures by clearly defining proactiveness, conceptualizing and describing proactive market strategies, and delineating proactive firm activities to better understand how firms are being proactive. In doing so, the thesis provides interesting directions for future research and presents interesting implications for managerial practice. vi vii SammanfattningHur kan företag bli mer framgångsrika och uppnå högre lönsamhet och tillväxt? Hur kan de hantera mer komplexa och dynamiska marknader medan de uppehåller en hög konkurrenskraft? Svaret är: genom en mer proaktiv hållning till att hantera marknaden och skapa kundvärde. Den här avhandlingen utf...

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Section: How To Manage Market Strategy In Modern Markets?mentioning

confidence: 99%

Section: How To Manage Market Strategy In Modern Markets?mentioning

confidence: 99%

Section: How To Create Proactive Market Strategies?mentioning

confidence: 99%

Section: Market Orientation and Performancementioning

confidence: 99%

Section: Market Orientation and Performancementioning

confidence: 99%

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Exploring Proactive Market Strategies : Managing the Market to Create Value

Brege

2018

Linköping Studies in Science and Technology. Licentiate Thesis

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References

2022

A Customer‐oriented Manager for B2B Services

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Cooperatives’ Organizational Restructuring, Strategic Attributes, and Performance: The Case of Agribusiness Cooperatives in Greece

et al. 2015

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We develop a classification of traditional versus restructured cooperative organizational attributes based on an inductive approach. Using this classification and integrating concepts from the business literature (i.e., market and brand orientation), we hypothesize three types of relationships: (a) the influence of organizational attributes, i.e., ownership, control and cost/benefit allocation, on organizational performance; (b) the influence of strategic, i.e., market and brand orientation, attributes on organizational performance, and (c) the influence of organizational attributes on market orientation. We examine these relationships empirically in two studies. In study 1, using data from 114 agribusiness cooperatives, we demonstrate that strategic attributes have a greater influence on organizational performance than organizational attributes. In study 2, we replicate the design from study 1, i.e., tracking attribute scores over time, with a subsample of 25 cooperatives 4 years later. This second study generally confirms the findings of study 1. Taken together, the results suggest that greater emphasis should be placed on strategic attributes both in the literature and in practice. C 2015 Wiley Periodicals, Inc.

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Is Market Orientation a Source of Sustainable Competitive Advantage or Simply the Cost of Competing?

Cited by 356 publications

References 41 publications

Exploring Proactive Market Strategies : Managing the Market to Create Value

Exploring Proactive Market Strategies : Managing the Market to Create Value

References

Cooperatives’ Organizational Restructuring, Strategic Attributes, and Performance: The Case of Agribusiness Cooperatives in Greece

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