Market orientation and customer satisfaction: Evidence from British machine tool industry

Singh, Satyendra; Ranchhod, Ashok

doi:10.1016/s0019-8501(03)00056-7

Cited by 86 publications

(85 citation statements)

References 27 publications

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“…The authors measured brand success with items adopted from various resources (e.g., O'Sullivan & Abela 2007;Singh & Ranchhod 2004). The item constructs have been developed within a branding framework using the success performance outcomes (e.g.…”

Section: Methodsmentioning

confidence: 99%

“…The item constructs have been developed within a branding framework using the success performance outcomes (e.g. profitability, market share, ROI) by O'Sullivan & Abela (2007) and higher brand loyalty as surrogate for the customer satisfaction idea by Singh & Ranchhod (2004). The Brand differentiation item constructs are inspired by Porter (1996;1998) and Sandvik & Sandvik (2003), but adapted according to the suggestions from the industry managers.…”

Section: Methodsmentioning

confidence: 99%

“…The Brand knowledge items constructs have been inspired by Frishammar (2002) and McDonald et al (2007), and have been improved with suggestions from the industry. The Consumer orientation items construct are adapted from Deng & Dart (1994) and Singh & Ranchhod (2004). The idea for the new brand development items construct came from Kotler's (1999) discussion on brand challenges and advantages, and was refined with suggestions from industry managers.…”

Section: Methodsmentioning

confidence: 99%

“…An objective research approach could not be applied due to the proprietary data and confidentiality issues. The subjective approach is well known in the literature (e.g., Jaworski & Kohli 1993;Singh & Ranchhod 2004) and strong correlation between the two approaches has been reported. For instance, Venkatraman and Ramanujam (1987, p. 118) have drawn the conclusion that "perceptual data from senior managers … can be employed as acceptable operationalizations of business economic performance".…”

Section: Development Of Instrumentsmentioning

confidence: 99%

“…The study is also a first attempt to determine the underlying factors of brand success in general. Third, this study has avoided the conventional focus on single-authored measures (e.g., Singh & Ranchhod 2004) as well as added operationalization adjustments from an industry, because a multifaceted approach to branding has been applied. Instead of focusing on a single perspective (e.g., financial, customer oriented), this approach includes internal, external, as well as interactive items in each variable.…”

Section: Introductionmentioning

confidence: 99%

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An Exploratory Study of Brand Success: Evidence From the Food Industry

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Rundquist

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Journal of International Food & Agribusiness Marketing

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Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Development Of Instrumentsmentioning

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Section: Introductionmentioning

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Market orientation practices enhancing corporate environmental performance via knowledge creation: Does environmental management system implementation matter?

et al. 2020

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The academic literature on environmental management has provided extensive insights into the determinants of corporate environmental performance. However, few empirical studies have explored whether and how three core components of corporate market orientation (i.e., customer orientation, competitor orientation, and interfunctional coordination) affect environmental performance. Building on institutional theory and the absorptive capacity perspective, this study investigates the relationships among market orientation, knowledge creation, and environmental performance, as well as the moderating effects of environmental management system implementation. On the basis of survey data from 237 Chinese manufacturing firms, we used hierarchical multiple regression analyses to test the hypotheses. The findings indicate that knowledge creation completely mediates the influence of competitor orientation on environmental performance and partially mediates the influence of customer orientation and interfunctional coordination on environmental performance. In addition, environmental management system implementation positively moderates the relationship between knowledge exchange and environmental performance.

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