Market orientation and social services in private non‐profit organisations

Vázquez, Rodolfo; Álvarez, Luis Ignacio Ortega; Santos, Marı́a Leticia

doi:10.1108/03090560210437316

Cited by 107 publications

(112 citation statements)

References 73 publications

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“…The study is based in Australia and extends the work on SEs by Barraket et al Items that purport to capture the domain of the Vincentian marketing orientation for social enterprises are listed, with means and standard deviations, in (2) dissemination; and (3) responsiveness (see Jaworski and Kohli 1993; Kara, et al, 2004; Kolhi, et al, 1993;Vazquez, et al, 2002;Zhou, et al, 2009) development. This long-term value creation scale was assessed using maximum likelihood factor analysis as a psychometric check, exhibiting one factor accounting for 50 per cent of the variance.…”

Section: Methodsmentioning

confidence: 99%

Social Enterprises and the Performance Advantages of a Vincentian Marketing Orientation

2013

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This study focuses on the managerial issue of should social enterprises become more marketing oriented. Its adapts the Kohli, Jaworski and Kumar (1993) MARKOR marketing orientation scale to measure the adoption of marketing by social enterprises. The items capture Vincentian based values to leverage business in service to the poor as a measure of a Vincentian marketing orientation (VMO). An VMO is an organisational wide value-driven philosophy of management that focuses a social enterprise on meeting its objectives by adopting a more marketing orientated approach to serving the needy and poor, and doing so in a just, and sustainable manner. Social enterprises that exhibit a VMO seek to understand and respond to both the needs of their beneficiaries and their stakeholders. They are constantly generating, disseminating, and responding to environmental, beneficiary and stakeholder information and develop their business propositions to more effectively and efficiently meet the needs of the poor while guided by a philosophy of leveraging business for social good. This study of social enterprises in Australia found that a VMO is strongly and positively correlated with social, economic, and environmental performance. These findings suggest that social enterprises may benefit by leveraging marketing capabilities to better serve their beneficiaries and stakeholders. KEYWORDSEconomic and social performance measures for social enterprises, marketing orientation, value based marketing.3 Social Enterprises and the Performance Advantages of a Vincentian Marketing Orientation"Vincent saw his business dealings as a public trust. Managers trained in the Vincentian tradition must not only keep their eye on the profit line but on the effects their company policies have on the marginalized of society," (Bowes 1998(Bowes : 1666.Social enterprises (SE) are organizations with an overarching core social mission funded through market-based initiatives (see Kerlin 2006). They exist to serve their beneficiaries and are increasingly being relied upon to provide essential social services as government services decline. For example, in the United Kingdom (UK), Bennett (2008) reports that voluntary organizations and social enterprises have become major providers of numerous social welfare services that were previously supplied by the state. Similar conditions exist for social services in most nations, and in many cases some form of social enterprise is attempting to "fill the gaps" left as government social services decline.Social enterprises are hybrid organizations established for a social purpose, using a for-profit business model to generate the financial resources needed to support their social mission. As unmet social needs become more critical, social enterprises are seeking to become more efficient and effective in their operations and strategies to fulfil their mission. Adding to the complexity, social enterprises are often evaluated by their stakeholders from a multiple bottom line perspective -that is how the social enter...

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Section: Methodsmentioning

confidence: 99%

Social Enterprises and the Performance Advantages of a Vincentian Marketing Orientation

2013

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“…The methods for measuring market orientation were obtained from [35], [43], [33], [40], [14], [13], [22], [8], [21], [46], [38], [25], [15], [37], [44], [6], [10], [31], [19], [26], [34], [60], [20], [59], [3]. Some of these methods are in line with other methods, e.g.…”

Section: Methodsmentioning

confidence: 99%

Market orientation and strategic behaviour at high-tech companies

Kaňovská¹,

Tomášková²

2014

E+M

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“…According to Milichovsky (2015), performance is defined as system of monitoring individual corporate processes on way to implement the appropriate changes in organizational culture, systems and processes. Since 1990, hundreds of measurements have been realized, e. g. Narver and Slater (1990), Jaworski and Kohli (1993), Matsuno and Mentzer (1995), Gray et al (1998), Deng and Dart (1999), Akimova (2000), Langerak (2001), Vázquez (2002), Hooley et al (2003), Woodside (2005), Menguc et al (2007), Sousa andLengler (2011), Smirnova et al (2011), Kaňovská and Tomášková (2012), Julian et al (2014), Wilson et al (2014). The reason for higher business performance at companies which implemented market orientation is that these companies keep track with changes in customers' needs and wishes and respond to changes accordingly (Lo et al, 2015).…”

Section: Literature Reviewmentioning

confidence: 99%

Expertise, Leadership Style and Communication in Interfunctional Coordination

Tomášková¹

2018

Period. Polytech. Soc. Man. Sci.

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The purpose of the paper is to evaluate the effect of expertise, leadership style and communication on coordination by electrical engineering companies. It is unexceptionable that expertise, communication, teamwork and mutual cooperation are fundamental for interfunctional coordination (IFC). A questionnaire in the form of the Likert scale was prepared, it involves information about IFC. The questionnaire was tested for internal consistency and reliability using Cronbach alpha. The complete database of 60 SMEs was analysed by using statistical software package Minitab, version 17. Spearman's rank correlation test was used to answer the hypotheses. The main findings show: (1) A positive correlation among items related to expertise and communications and IFC.

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Market orientation and social services in private non‐profit organisations

Cited by 107 publications

References 73 publications

Social Enterprises and the Performance Advantages of a Vincentian Marketing Orientation

Social Enterprises and the Performance Advantages of a Vincentian Marketing Orientation

Market orientation and strategic behaviour at high-tech companies

Expertise, Leadership Style and Communication in Interfunctional Coordination

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