Market orientation in the service sector of the transition economies of central Europe

Abstract

The Narver and Slater market orientation scale is tested in the context of service firms in the transition economies of central Europe and found to be both valid and reliable. The survey examined levels of market orientation in 205 business to business services companies and 141 consumer services companies in Hungary, Poland and Slovenia. As predicted by the predominantly western marketing literature, those service firms with higher levels of market orientation; were more often found in turbulent, rapidly changing markets; were more likely to pursue longer term market building goals rather than short term efficiency objectives; more likely to pursue differentiated positioning through offering superior levels of service compared to competitors; and also performed better on both financial and market based criteria. A number of different business approaches, however, are evident in the transition economies suggesting that other business orientations may co‐exist with a market orientation creating a richer and more complex set of organizational drivers.

An examination of the relationships among market orientation, innovation resources, reputational resources, and company performance in the transitional economy of Slovenia

“…Such a situation is typical for the majority of organizations operating in Slovenia that, due to inertia, still bear the burden of socialist economy rules, which is refl ected in a low level of resource implementation such as market orientation, innovation, and reputational resources. The same characteristics are also present in organizations based in other European postsocialist countries (Hooley et al, 2004;Hooley et al, 2003). As was more broadly described in the introduction, research concerning the application of RBT in the context of a transitional economy is also important because market orientation, innovation, and reputational resources are among the critical strategic organizational resources and because there is no suffi cient body of empirical research focused on such settings (e.g., Meyer & Peng, 2005).…”

Impacto dos recursos da empresa na performance de inovação

“…Na concepção teórica de Hooley et al (2005), consistente com outras formulações recentes (Atuahene-Gima, 1996;Han et al, 1998;Baker e Sinkula, 1999a, 1999b e sustentada em seus trabalhos anteriores (Hooley et al, 1999;Fahy et al, 2000;Hooley e Cox, 2000;Hooley et al, 2001;Fahy e Hooley, 2002;Gray e Hooley, 2002;Hooley et al, 2003), numa organização altamente orientada ao mercado, é de se esperar que as práticas de administração de recursos humanos sejam dirigidas a contribuir para o valor do cliente.…”

“…O modelo teórico foi baseado em contribuições prévias na área, em especial os trabalhos liderados por Hooley (e.g. : HOOLEY et al, 1999;Fahy et al, 2000;Hooley e Cox, 2000;Hooley et al, 2001;Fahy e Hooley, 2002;Gray e Hooley, 2002;Hooley et al, 2003;Hooley et al, 2005); as publicações sobre as capacidades de marketing de Day (1994); os ativos baseados no mercado de Srivastava, Shervani e Fahey (1998); e a orientação para o mercado e o impacto sobre a performance empresarial e suas dimensões, desenvolvidos a partir dos estudos de Naver e Slater (1990) e de Kohli e Jaworski (1990), posteriormente expandidos por Baker e Sinkula (2005). Os resultados encontrados trazem relevantes implicações acadêmicas e gerenciais, contribuindo para a ampliação dos trabalhos que abordam esses temas como modelos integrados.…”

Em busca de uma agenda brasileira de pesquisa em estratégia de marketing

“…Porém, os pesquisadores ignoram a proposição de que o departamento não faz mais sentido porque o marketing se tornou irrelevante (Brown, 1996;Shaw, 1999) ou foi colonizado pela alta hierarquia (Day, 1992;Hooley et al, 2005). Pesquisa focada em OPM enfraquece essas questões políticas e de poder, de central importância para o âmbito da estratégia de marketing, por meio da imposição de dois pressupostos problemáticos: (a) todos são responsáveis pelo marketing na grande empresa, e (b) a alta hierarquia garante a necessária coesão interna e a implementação dos princípios correspondentes (veja Achrol e Kotler, 2000;Jaworski e Kohli, 1993;Narver e Slater, 1990;Webster, 1992).…”