Market orientation and the innovative culture: a preliminary empirical examination

Conrad, Craig A.

doi:10.1080/096525499346341

Cited by 9 publications

(4 citation statements)

References 8 publications

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“…On this point, one may conclude that an organisation with an innovative culture will also pursue market orientation. This point, while somewhat different to the views of Hurley and Hult (1998) and Conrad (1999), who state that organisations with an innovative culture should use a market orientation differently, still supports the nexus between innovative culture and market orientation. Particularly, so as an innovative culture is argued to encourage and reward market orientation behaviours (Deshpandé and Farley, 1998).…”

Section: Theoretical Issues and Hypothesescontrasting

confidence: 54%

“…While this does not lessen the effect of market orientation on brand performance, it does fundamentally argue that an innovative culture is the stronger driver of brand performance over market orientation. While others such as Hurley and Hult (1998) and Conrad (1999) argue for the differential relationships between market‐orientation, organisational culture and performance, few have argued for the greater effect on performance of organisational culture over market orientation. Market‐oriented behaviours are market‐driven, while innovative/adhocracy culture facilitates market‐driving activities that enable organisations to shape the market structure (e.g.…”

Section: Theoretical Issues and Hypothesesmentioning

confidence: 99%

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Market orientation versus innovative culture: two routes to superior brand performance

O’Cass

Ngo²

2007

European Journal of Marketing

182

130

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PurposeThe paper aims at providing insights into how market orientation and organisational culture together contribute to brand performance, shedding light on the nexus between innovative culture and market orientation, and examining the relative importance of innovative culture over market orientation in affecting brand performance.Design/methodology/approachIn a cross‐sectional survey, a variance‐based structural equation modelling was used to test hypotheses on a convenience sample of 180 marketing executives in Australia.FindingsOrganisations with a strong innovative culture appear to recognise that building a successful brand depends not always on the interpretation of feedback received from current customers and competitors, but instead on organisations' ability to innovatively develop unique ways of delivering superior value to customers. The findings were consistent with this advice to both market orientation and innovative culture. In addition, the findings indicate that market orientation is a response partially derived from the organisation's innovative culture. Finally, it was also found that organisational culture was relatively more important than market orientation in affecting organisational performance.Originality/valueThe paper advances the understanding of performance‐based market orientation research by investigating structural relationships among market orientation, organisational culture, and organisational performance at the micro level (e.g. brand performance).

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Section: Theoretical Issues and Hypothesescontrasting

confidence: 54%

Section: Theoretical Issues and Hypothesesmentioning

confidence: 99%

Market orientation versus innovative culture: two routes to superior brand performance

O’Cass

Ngo²

2007

European Journal of Marketing

182

130

View full text Add to dashboard Cite

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“…Such innovative ability gives SMEs their competitive advantage, a key element in capturing market success and inter-firm competitiveness (Mole and Worrall, 2001;Conrad, 1999) which enables them to exploit new products and markets while improving their cost base and pricing policies (Mole and Worrall, 2001). Innovative new businesses create new competencies based on current and future market trends and customer demands; they are driven by a profit seeking mission.…”

Section: Characteristics Of Innovation In Businessmentioning

confidence: 99%

Innovative marketing in SMEs

O’Dwyer

Gilmore

Carson

2009

European Journal of Marketing

212

171

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Innovative marketing in a small firm context is not merely to do with new product development Rather, it is concerned with all marketing activities in the SME, from the slightest incremental change, right through to the most radical. Innovation is discussed in definitional terms, and various classifications and taxonomies are presented as a background to the concept. From a literature review, a conceptual model was developed, supported by findings from a qualitative research study with the owner-managers of60 Small-to Medium-sized Enterprises (SMEs) in a regional economy.

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“…Recently, the results of Conrad (1999) indicated that innovative and entrepreneurial culture types favor MO, measured using Narver and Slater (1990) MO scale and MARKOR scale. Harris (1999) proposes that the attitude and actions of employees are the stronger influence of MOB because``they can create, change and mantain systems and structures''.…”

Section: Antecedents Of Market-oriented Behaviormentioning

confidence: 99%

Market orientation behavior: an empirical investigation using MARKOR

Varela

Rio

2003

Marketing Intelligence &Amp; Planning

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Market orientation is the cornerstone that should guide the actions of those in charge of marketing. Its importance lies in its (assumed) capability to make consumers more satisfied and, by this means, to attain the company’s objectives more efficiently. This paper proposes that the time factor should form part of market‐oriented business behavior. The most market‐oriented companies act more quickly and they are quicker when it comes to collecting and disseminating information, and designing market action plans. Using the methodology proposed by Kohli and Jaworski, the time dimensions that give content to market‐oriented behavior are examined in a sample of Spanish companies. Additionally, in an attempt to go beyond the anecdotal evidence, different hypotheses are contrasted concerning the effect of different organizational and environmental antecedents on the time dimensions of market‐oriented behavior.

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Market orientation and the innovative culture: a preliminary empirical examination

Cited by 9 publications

References 8 publications

Market orientation versus innovative culture: two routes to superior brand performance

Market orientation versus innovative culture: two routes to superior brand performance

Innovative marketing in SMEs

Market orientation behavior: an empirical investigation using MARKOR

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