Market orientation and retail operatives' expectations

Piercy, Nigel F.; Harris, Lloyd C.; Lane, Nikala

doi:10.1016/s0148-2963(00)00140-5

Cited by 69 publications

(67 citation statements)

References 47 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Gummesson 1987;Lusch and Serpkenci 1990;and Piercy, Harris and Lane 2002). We also identify a positive and substantial impact of IMO on customer satisfaction, providing empirical support for the assertions of Grönroos (1990) and Reynoso and Moores (1995).…”

Section: Substantive Issuessupporting

confidence: 66%

“…Research, both within marketing and human resources management (HRM), has explored the impact of employee-friendly supervision and management on the behavior of front-line staff (Lusch and Serpkenci 1990;Piercy, Harris and Lane 2002). Within the marketing domain, internal marketing has been proposed as a set of employee friendly managerial behaviors that have several internal and external consequences for the firm (see for example Ozment and Keller 1999;Rafiq and Ahmed 2000;Harrison-Walker 2001).…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Measuring Internal Market Orientation

Lings

Greenley

2005

Journal of Service Research

316

415

View full text Add to dashboard Cite

show abstract

Section: Substantive Issuessupporting

confidence: 66%

Section: Introductionmentioning

confidence: 99%

Measuring Internal Market Orientation

Lings

Greenley

2005

Journal of Service Research

316

415

View full text Add to dashboard Cite

show abstract

“…Two conceptualisations of market orientation have gained wide support (Piercy et al 2002): the behaviour-based view of market orientation developed by Kohli and Jaworski (1990); and the culture-based interpretation of market orientation tested by Narver and Slater (1990). The first approach proposed by Kohli and Jaworski (1990) relies on three main sub-dimensions, namely: (a) organisation-wide generation of market intelligence relevant to current and future customer needs; (b) vertical and horizontal cross departmental dissemination of this intelligence; and (c) organisationwide responsiveness to the intelligence, including the design and selection of products and services, the production, distribution and promotion of the product.…”

Section: Market Orientationmentioning

confidence: 99%

The role of corporate culture, market orientation and organisational commitment in organisational performance

Pinho

Rodrigues

Dibb

2014

Journal of Management Development

123

View full text Add to dashboard Cite

Purpose -The study proposes a conceptual framework that explores the relationships among the following constructs: corporate/organisational culture, market orientation, organisational commitment and organisational performance in non-profit organisations.Design/methodology/approach -In line with previous studies in the field, a quantitative research design was adopted. The data collection was performed through a mail survey of a sample of Portuguese non-profit organisations operating in the area of health. Structural equation modelling was used as a means to analyse the hypothesised relationships.Findings -Results have shown that organisational culture impacts on organisational performance. Concerning the market orientation consequences, the study results suggest that higher levels of market orientation result in both high levels of organisational commitment and organisational performance. Results also suggest that organisational commitment does not affect performance in a very significant way. Research limitations/implications -The study was restricted to non-profit organisations, particularly those operating in the area of health and used cross-sectional data to test the research model and hypotheses. Whilst these findings remain valid, they cannot be used for universal generalisations. This study has significant theoretical and practical implications.Practical implications -Practitioners and researchers agree that organisational culture may lead to different performance results, although little attention has been given to this issue. The study is useful for understanding organisational culture, market orientation, organisational commitment and organisational performance in non-profit organisations. This paper examines the relationships among these constructs within the specific context of non-profit organisations. This context is worthy of attention because these organisations are required to adopt a different attitude to their funding sources and organisational strategies than their commercial counterparts (Macedo and Pinho, 2006). In other words, non-profit organisations have to find creative new ways of managing their scarce resources in order to accomplish their goals. In contrast to the private sector, in which organisations profits among their stakeholders, non-profit organisations exist primarily to fulfil the social, philosophical, moral or religious values of their founders (Jeovans, 1992;Macedo and Pinho, 2006). 4 The data in this study is gathered in the non-profit health sector. The quantitative research design involves a mail survey targeted at Portuguese non-profit organisations that provide health services. Structural equation modelling was used to analyse the hypothesised relationships. Studying these relationships within this particular setting is timely, as studies of organisational culture in non-profit health organisations are limited, and the influence of the healthcare working environment on individuals and organisational outcomes has been neglected by researchers (Rathert et a...

show abstract

“…Although several studies have supported an association between customer orientation and profitability but most of these studies were conducted in US, Europe and Asia (Slater and Narver, 2000;Piercy, Harris,.& Lane, 2002;Liu, Luo, and Shi, 2003).…”

Section: Customer Orientation and Firm Performancementioning

confidence: 99%

“…Traditionally, the literature concerning the marketing concept has assumed that the implementation of the customer orientation would lead to superior organizational performance (Piercy et al, 2002). Customer orientation is significantly important in enabling firms to understand the market place and develop appropriate product and service strategies to meet customer needs and requirements (Liu et al, 2003),which translate into performance, and Bitner et al, (1990) and Ambler (1999) have found a relationship between market orientation and market performance.…”

Section: Customer Orientation and Firm Performancementioning

confidence: 99%

Customer Orientation and Firm Performance among Nigerian Small and Medium Scale Businesses

Asikhia¹

2010

IJMS

View full text Add to dashboard Cite

The study examines the relationship between customer orientation and firm performance among the small and medium scale businesses in Nigeria. Besides, the study also investigates the moderating effect of marketing information system and managerial attitudes on the relationship between customer orientation and firm performance. Nigeria small and medium business represents the sample of the study. Data was collected using questionnaire survey approach. Two hundred and twenty two Nigerian businesses participated in this study. Results of this study indicated that there was a positive and significant relationship between customer orientation and firm performance in the context of Nigerian small and medium scale business. The result also revealed that marketing information system and managerial attitude moderated the relationship. The outcome of this study provides very important information from a developing country perspective on the need for small and medium scale businesses to adopt customer orientation as a survival and competitive strategy towards achieving customer advantage in a turbulent business environment.

show abstract

Market orientation and retail operatives' expectations

Cited by 69 publications

References 47 publications

Measuring Internal Market Orientation

Measuring Internal Market Orientation

The role of corporate culture, market orientation and organisational commitment in organisational performance

Customer Orientation and Firm Performance among Nigerian Small and Medium Scale Businesses

Contact Info

Product

Resources

About