Market orientation versus quality orientation: sources of superior business performance

Abstract

This paper attempts to investigate the comparative consequences of market orientation and quality orientation. The research idea stems from academic findings that not only does market orientation have similar characteristics at a conceptual level to quality orientation, but both business orientations can be said to provide an organisation with similar benefits. Nevertheless, since evidence shows that market orientation and quality orientation are sources of superior business performance, the question of which business orientation a firm should pursue emerges. This research proposes to examine the direct effect and mediating effect of market orientation and quality orientation on business performance, and also to discover whether the two business orientations are related

Total quality management, market orientation and hotel performance: The moderating effects of external environmental factors

“…Market orientation positively impacts firm effectiveness and boost market share in TQM (Wang and Wei, 2005). Market orientation mediates the effect of quality orientation on competitive superiority, and competitive superiority drives business performance (Raju and Lonial, 2002;Sittimalakorn and Hart, 2004). Quality orientation originates from TQM (Mokhtar and Yusoff, 2009).…”

A survey of market orientation research (1995–2008)

“…Mavondo and Farrell (2003) Marketing implementation MO-performance relationship is mediated by marketing implementation. Sittimalakorn and Hart (2004) Competitive superiority Market-oriented firms can gain a higher position of business performance through competitive superiority. Mavondo et al (2005) Human resource practices The MO-performance relationship is mediated by human resource practices.…”

The Influence of Total Quality Management, Market Orientation and E-Marketing on Hotel Performance

“…Comprehensive continuous monitoring of market forces include quality management through the implementation of regulatory processes, and involve all hotel departments to develop a proper response to the market, all of which lead to reach the desired market. Raju & Lonial (2002); Sittimalakorn & Hart (2004) stated that the trend towards market orientation mediates the effect of quality on the competitive edge effect, and competitive edge leads to business performance. Decided to market orientation should include a focus on customers and prospective customers of the hotel (Anwar, 2008(.…”