Market orientation in an emerging economy – Egypt

Attia, Samaa Taher

doi:10.1080/0965254x.2013.768690

Cited by 8 publications

(10 citation statements)

References 45 publications

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“…The hypothesis H 1 is therefore supported. This result is consistent with the previous studies such as Attia (2013), Brockman et al (2012), Asikhia (2010), Khamwon and Speece (2005) and Dawes (2000) argued that understanding customers, competitors and even employees had been considered the most effective differentiation tools in achieving excellent organisational competitive advantage for survival. Thus, for SMEs in Ethiopia to achieve superior performance, SMEs practitioners must focus on customers’ needs and fulfilling better than competitors because this time consumers are more informed about products available in the market and they can compare one offering with other offering.…”

Section: Resultssupporting

confidence: 92%

“…Thus, an increase in interfunctional coordination activities among SMEs will lead to an increase in their performance if all things being equal and other independent variables (customer orientation and competitor orientation) are held constant. H3 was supported and similar result was reported by Attia (2013). In addition, the beta coefficient of interfunctional coordination is strongest of the three constructs which is in line with the finding of Gray et al (1998) who reported that interfunctional coordination has the strongest correlation with company performance.…”

Section: Resultssupporting

confidence: 90%

“…A study conducted by Attia (2013) on the extent to which Egyptian firms satisfy customers and how sensitive they are to rivals’ reactions and the practice of MO components and long-term perspective indicates that MO components (customer, competitor and interfunctional orientation) were significant. On the top of that, interfunctional orientation has the highest beta, followed by customer orientation and then competitor orientation.…”

Section: Literature Reviewmentioning

confidence: 99%

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The Effect of Market Orientation on the Performance of Small and Medium Enterprises in Case of Amhara Region, Ethiopia

hassen

Singh

2020

Journal of New Business Ventures

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The study investigated the effect of market orientation on the performance of small and medium enterprises in case of Amhara Region, Ethiopia. Primary data was collected from a total of 250 owners/managers of small and medium enterprises using structured questionnaire. A multivariate data analysis technique of structural equation modelling was employed to analyse the data. The result indicated that customer orientation and interfunctional coordination dimensions of MO are significantly and positively affected small and medium enterprises performance. However, competitor orientation dimension was not found to have a positive and significant effect on the performance. The findings revealed that small and medium enterprises need to be more market oriented to realize superior performance. In addition, the different beta coefficient of market orientation indicated that new business ventures are highly recommended to conduct a market orientation profile and take care in investing their scarce resources. Moreover, the mixed results indicate that firms are advised to replicate market orientation to score superior performance with due care in considering the contexts and time in the industry they are operating and match strategies with their internal resources and core competencies. Finally, this study contributed to the almost wholly overlooked research on market orientation and performance linkages in Ethiopian case and the empirical context of this study is quite novel and helpful for developed nations firms who are trying to operate in emerging economies such as Ethiopia.

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Section: Resultssupporting

confidence: 92%

Section: Resultssupporting

confidence: 90%

Section: Literature Reviewmentioning

confidence: 99%

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The Effect of Market Orientation on the Performance of Small and Medium Enterprises in Case of Amhara Region, Ethiopia

hassen

Singh

2020

Journal of New Business Ventures

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“…MO reflects the ability of a firm to create superior customer value by displaying its strong commitment towards delivering superior customer value, satisfying its customer, maintaining long term customer relationships, sharing and responding to competitors related information and exploiting the business opportunities based on market related information (Attia, 2013;Slater & Narver, 2000). Narver and Slater (Narver and Slater, 1990) conceptualised MO as a three dimensions construct explaining the machanism under which a firm understand its target customers (customer orientation), observe movement of its competitors and discussing their strategies (competitor orientation) and sharing these information across the organization (interfunctional coordination) getting input from them, devising strategies and delivering superior value to its customers.…”

Section: Market Orientationmentioning

confidence: 99%

The Effect of Strategic Orientations on Organizational Performance of Smes: Empirical Evidence From Pakistan

Hussain

Khan

2019

RISUS

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Strategic orientations like Market orientation (MO) and Learning orientation (LO) play critical role in improving the performance of both large and small scale businesses. This paper investigate the relationship between LO and organizational performance with MO as moderator. The current study reports the findings of two hundred and seven owners or managers of Small and Medium Sized Enterprises (SMEs) in Pakistan. The findings of the study indicate a positive relationship between LO and organizational performance. Mo was found to have moderated the direct relationship between LO and organizational performance. This study is among the few attempts made to systematically examine the interplay among MO, LO and organizational performance in SMEs operating in Pakistan.

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“…According to Kumar et al (2011a;2011b), the two foremost influential rudiments of the peripheral environment are customers and competitors. An organisation is not likely to survive once it does not uphold a market oriented culture in their business activities (Attia, 2013). Šályová et al (2016) posited that, it was an indispensable on the part of organisations to certify well-timed running of market oriented policy, that is expected to replicate the market circumstances and continue to the current market inclination.…”

Section: Introductionmentioning

confidence: 99%

Analysis of Market Orientation on Business Performance in the Multinational Service Industries

Ansah¹

2017

Journal of Social Sciences

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Abstract:The paper examined the extent of market orientation on business performance in the multinational service industries in Ghana. It applied the behavioral viewpoint of market orientation measurement using MKTOR scale as a base in eliciting information from eleven marketing managers through in -depth interview while one hundred and sixty-three marketing managers were also surveyed using structured questionnaires. Structural Equation Modelling (SEM) statistical technique was used in analysing the data using Partial Least Square (PLS) software version 3.0. The findings revealed that, customer orientation and competitor orientation have significant positive relationships with business performance of the multinational service companies' activities whereas, inter-functional coordination did not have any influence on business performance. The study contributes to the negligible studies on market orientation measurement as a uni-dimensional construct as well as the limited studies on marketing managers as drivers of market oriented activities in the SubSaharan African countries.

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Market orientation in an emerging economy – Egypt

Cited by 8 publications

References 45 publications

The Effect of Market Orientation on the Performance of Small and Medium Enterprises in Case of Amhara Region, Ethiopia

The Effect of Market Orientation on the Performance of Small and Medium Enterprises in Case of Amhara Region, Ethiopia

The Effect of Strategic Orientations on Organizational Performance of Smes: Empirical Evidence From Pakistan

Analysis of Market Orientation on Business Performance in the Multinational Service Industries

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