Market orientation and performance: empirical tests in a transition economy

Abstract

Although the m anagem ent literature is replete with empirical studies on market orientation, a review of the evidence so far suggests that the m ajority of studies have been based on industrialized countries. Despite the fact that the business environm ents in many developing econom ies are rapidly undergoing transformation, thereby influencing the m etamorphoses of firm s from production to marketing orientation, em pirical research relating to market orientation in em erging countries rem ains scant. In an attem pt to provide further insight into the global im portance of market orientation, this study investigated its link with business perform ance in a liberalized developing country. P otential influences of market dynam ism , competitive intensity and m arket growth on this relationship were also exam ined. The results indicate that although m arket orientation does not appear to have a direct impact on sales growth or return on investm ent, the com petitive environment does influence the market orientation -performance link. Directions for future research, limitations of the study and managerial implications of the findings are subsequently identified and discussed.

Market orientation and corporate social responsibility: towards an integrated conceptual framework

“…For practitioners, these findings suggest that organisations ought to view corporate social responsibility and market orientation as a complementary strategic choice by managers rather than as two separate strategies that compete for organisational resources. These findings are particularly important in the context of a developing economy in which practitioners might be skeptical in implementing western theories in their businesses (Osuagwu 2006;Appiah-Adu 1998). This assertion is based on the assumption that CSR hitherto was regarded as incompatible with market strategies like market orientation developing economies because of the absence of strong institutional support for CSR and the presence of weak and ineffective laws to guard against unethical practices (Atuguba and Dowuona-Hammond 2008).…”

Business strategies, profitability and efficiency of production

“…Market orientation promotes the understanding and management of the firm's customer data, data on rivals, and environmental forces, for collective treatment within the organization in order to create and sustain an offer that will bring the firm added value (Narver & Slater, 1990;Appiah, 1998;Bigné et al, 2000;Vázquez et al, 2001; Spillan & Parnell, 2006). The ultimate goal of the organization is to respond to market needs and anticipate them by providing a more satisfactory offer than that of its competitors.…”

A Study on the Effects of Market and Technological Orientation of Manufacturing Companies upon Absorptive Capacities and Product Development Performance

“…이런 시장지향성의 목 적은 고객이나 경쟁자 등과 같은 외부시장에 초점을 맞추어 우수한 고객가치를 지속적으로 창출할 수 있는 핵심기능을 개발하고 유지하는데 있다 [6]. 시장지향성 은 행동적 관점과 문화적 관점으로 구분되어 진다.…”

“…따라서 이러한 시장지향성이 갖는 특성은 지식의 흡수능력 간의 관계 가 있다 [11]. 이는 제조기업의 경쟁전략과 부합하는 흡수능력은 시장의 변화에 적극적으로 반응하려는 기 업문화인 시장지향성에 영향을 받는 다는 것을 의미한 다 [6]. 구체적으로, 시장지향성이 높은 기업일수록 흡 수 능력과 관계가 시장지향성이 낮은 기업에 비해 더 욱 강해질 것으로 기대된다 [5].…”