Relational capabilities in market orientation to improvement of performance outcomes in SMEs

The moderating effect of cost orientation on RMO adoption in the hospitality industry

“…RMO also focuses on customers and on improved BP, but it implies a change in orientation from transactional perspectives to relational ones (Day, 1994;Ganesan, 1994). MO and RMO can be seen as complementary rather than mutually exclusive, because the former performs well as an offensive strategy, and the latter is more effective as a defensive strategy, being suited for enhancing customer loyalty and commitment through relationship building over time (Shafei and Zohdi, 2014;Tse et al, 2004).…”

“…The literature includes studies examining the impacts of specific moderators on the adoption of RMO and subsequent effects on perceived BP, including MO, industry type and economic ideology (Sin et al, 2005b), relational capabilities (Shafei and Zohdi, 2014), HR policies and practices (Iglesias and Saleem, 2015) and entrepreneurial support policies (Cai et al, 2015). In particular, recent research examined how essential MO is for RMO performance (Shafei and Zohdi, 2014;Tse et al, 2004).…”

“…In particular, recent research examined how essential MO is for RMO performance (Shafei and Zohdi, 2014;Tse et al, 2004). But there is a paucity of research on the potential moderating impact of CO on the relationship between RMO and BP.…”

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

“…Companies can deploy market orientation by leveraging their information networks and by building relational capacities (Shafei & Zohdi, 2014).…”

“…Market orientation plays a significant role in achieving competitive advantage, encouraging the organization to create superior value for customers as well as to improve performance (Shafei & Zohdi, 2014).…”