Market orientation, organizational performance, and the mediating role of crowdsourcing in knowledge‐based firms

Devece, Carlos; Llopis‐Albert, Carlos; Palacios‐Marqués, Daniel

doi:10.1002/mar.21053

Cited by 17 publications

(1 citation statement)

References 44 publications

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“…With high levels of customer-orientation, employees place the customers' needs at the center, and work around them to provide the customer with a fulfilling experience, which she or he values (Jaramillo et al, 2009) rather than closing a short-term sale that may sacrifice the customer's best interest (Weitz, 1981). In the literature, numerous studies have confirmed a significant and positive relationship between customer-orientation and various measures of organizational performance (Devece et al, 2017;Frambach et al, 2016;Terho et al, 2015;Wang and Miao, 2015;Harris, 2001;Baker and Sinkula, 1999). However, an interesting nuance emerges as the concept of customer-orientation is linked to employee performance.…”

Section: Organizational Citizenship Behavioursmentioning

confidence: 99%

Beyond the “give back” equation

Baba

Hamieh

2020

IJOA

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Purpose Extra-role behaviours have drawn much attention lately due to their instrumental role in improving organizational performance. Numerous studies have tried to investigate the antecedents of extra-role behaviours, suggesting several organizational practices, such as organizational support and justice, which are perceived positively by employees, and are observed to increase their extra-role behaviours. The purpose of this study is to investigate these relationships deeper, using the social exchange theory (SET) as a theoretical framework. Design/methodology/approach The authors used the quantitative approach in this study, using a survey to collect data from 169 front-line respondents in banking and tourism. The data were analyzed using structural equation management with SmartPLS (3). Findings This study investigates these relationships deeper, using the social exchange theoretical framework to explain how extra-role behaviours are undertaken by employees as a means of pay-back to the organization, taking into account the potential mediating effects of employee attitudes (work engagement and affective commitment), thereby explaining the dynamics of this process, and suggesting a resulting expanded pay-forward reciprocation cycle involving the organization, the employees and the customer. Originality/value The main extension to theory is captured through the depiction of a “pay forward” as opposed to “pay back” behaviour, demonstrating employees’ willingness to reciprocate by shifting their orientation towards the organization’s customers. This suggests that SET is operationalized not only through the reciprocal behaviour of employees but also through employees’ orientation toward the organization’s customers.

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Section: Organizational Citizenship Behavioursmentioning

confidence: 99%

Beyond the “give back” equation

Baba

Hamieh

2020

IJOA

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Market orientation practices enhancing corporate environmental performance via knowledge creation: Does environmental management system implementation matter?

et al. 2020

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The academic literature on environmental management has provided extensive insights into the determinants of corporate environmental performance. However, few empirical studies have explored whether and how three core components of corporate market orientation (i.e., customer orientation, competitor orientation, and interfunctional coordination) affect environmental performance. Building on institutional theory and the absorptive capacity perspective, this study investigates the relationships among market orientation, knowledge creation, and environmental performance, as well as the moderating effects of environmental management system implementation. On the basis of survey data from 237 Chinese manufacturing firms, we used hierarchical multiple regression analyses to test the hypotheses. The findings indicate that knowledge creation completely mediates the influence of competitor orientation on environmental performance and partially mediates the influence of customer orientation and interfunctional coordination on environmental performance. In addition, environmental management system implementation positively moderates the relationship between knowledge exchange and environmental performance.

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Marketing capabilities and innovation. How do they affect the financial results of hotels?

Revilla‐Camacho

Palacios‐Florencio

Garzón

et al. 2019

Psychology and Marketing

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From the point of view of firms' managers, the knowledge of the factors which explain their firms' financial results is considered of great usefulness to propose the most appropriate and profitable marketing strategies and actions. This research sets out from this central idea and proposes a model of relationships that considers the marketing results, the marketing capabilities, and the innovation capability as key factors for achieving good financial results. This model is verified via an empirical investigation carried out among 200 directors of hotel establishments in Andalusia, a region in the south of Spain which is one of the country's main tourist destinations. The resultsindicate that innovation capability is strongly conditioned by marketing capabilities and resources and that this innovation capability affects the financial results of the firms analyzed. Likewise, it is deduced that a market-oriented management philosophy contributes to the development of these marketing capabilities. The implications for management are considered very relevant as they must lead these firms to invest in the development of marketing resources and capabilities, and apply a market-oriented management philosophy if they wish to improve their financial results. K E Y W O R D Sfinancial results, hotel sector, innovation, market orientation, marketing capabilities

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Market orientation, organizational performance, and the mediating role of crowdsourcing in knowledge‐based firms

Cited by 17 publications

References 44 publications

Beyond the “give back” equation

Beyond the “give back” equation

Market orientation practices enhancing corporate environmental performance via knowledge creation: Does environmental management system implementation matter?

Marketing capabilities and innovation. How do they affect the financial results of hotels?

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