Market and innovation orientation typology: Proposition and illustrations

Abstract

Purpose The purpose of this paper is to develop a typology based on the market orientation (MO) and innovation orientation (IO) of firms, and to illustrate the extent to which public housing companies (PHCs) fit into this framework. Design/methodology/approach A qualitative study of 11 PHCs in central Sweden was conducted to classify their positions in the typology. Interviews with semi-structured and open-ended questions were used to collect the data. Findings Four PHC types were identified by combining high and low MO and IO. This study offers insights on the importance of combining MO and IO. The overall findings show that MO and IO combination is not static and must be handled according to context. The MO-IO typology developed could be tested in a quantitative study on a larger sample of public or combined public and private housing companies. Research limitations/implications An empirical study comparing public and private housing companies on the basis of the proposed typology in relation to economic contingencies in the environment would further knowledge in this area. Practical implications The current study gives managers an indication of their position in the typology, which can be used as a tool for improving performance. Originality/value This paper describes PHCs within a proposed typological framework.

The Mediating Role of CSR on the Market Orientation and Strategic Performance Relationship—A Study of the Public Housing Companies in Sweden

“…During recent decades, the impact of CSR on the effectiveness of MO has received significant interest in both practice and research [9]. Many companies invest heavily in implementing and integrating the CSR concept into different core activities [10,11], with the intention of improving their image and reputation [12] and/or to meet critical stakeholder demands on the market [13]. Plenty of studies have debated the CSR and business financial performance relationship [14][15][16].…”

Market-oriented business model for SMEs' disruptive innovations internationalization

“…Forceful companies are assumed to integrate MO into the organization as an intelligent mindset. This implies that a company's responsiveness to collected market information regarding consumer needs reflects the company's tendency, flexibility and ability to act successfully based on what the market wants and requires (Kohli and Jaworski, 1990; Sundström et al , 2016a; Hyder, 2016).…”

“…Whereas innovation commonly refers to new products, services, production processes, organizational structure or administrative systems (Hult et al , 2004), innovativeness symbolizes an organization's entrepreneurial capabilities and cultural orientation toward the market (Liao et al , 2011). Sundström et al (2016a) noticed, however, that no obvious link between innovation and innovativeness exists. Companies can develop innovations driven by external expert demands without having developed the necessary internal capacity built on innovativeness.…”

“…As Kohli and Jaworski (1990) found, a company's responsiveness to collected and disseminated market information reflects its tendency, flexibility and ability to act successfully based on knowledge of what customers want and require (see also Hyder, 2016; Sundström et al , 2016a). According to the MOBM, the SMEs should meet international market demands by developing responsiveness strategies based on data dissemination.…”

Towards a framework for innovation orientation within business and management studies

“…The category on understanding environmental dynamics is multifaceted and not only focusses on direct competition, but also on factors that can influence competition within a market place. It is therefore understandable that a range of studies found there to be a link between the ability of firms to manage market dynamism, competitiveness and innovation orientation (Manu, 1992;Stock and Zacharias, 2011;Prajogo and McDermott, 2014;Wu et al, 2015;Zhang et al, 2015;Sundström et al, 2016). Within this study, understanding environmental dynamics are based upon two key areas, technological dynamics and market dynamics, whereby technological dynamics are viewed as the rate and predictability of technological changes and market dynamics involve changes in customer preferences and market competition (Wu et al, 2015).…”