Sustainable market orientation: a competitive strategic tool in an emerging economy context

Mahmoud, Mahmoud Abdulai

doi:10.1080/0965254x.2016.1149210

Cited by 19 publications

(41 citation statements)

References 60 publications

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“…This conceptualisation has contributed to the limited studies in the scholarly literature on the integration of market orientation and corporate social responsibility (Qu 2009;Brik et al 2011;Mahmoud andHinson 2012a, b, Hinson andMahmoud 2011). The study has conceptualised a theoretical link on the integration of MO, CSR and business performance.…”

Section: Conclusion and Direction For Future Researchmentioning

confidence: 99%

“…The integration of MO and CSR as a competitive strategic tool is key to this study. An emerging logic in marketing is that multiple approaches to strategy from both social and economic perspective is key to guarantee certain level of business performance (Mahmoud 2016). Scholars' attention has been drawn to the fact that market orientation needs to be incorporated as a bundle into other strategic actions to achieve effective and efficient performance (Cano et al 2004;Qu 2009;Brik et al 2011;Hakala 2011;Mahmoud 2016).…”

Section: Consequences Of Mo and Csrmentioning

confidence: 99%

“…An emerging logic in marketing is that multiple approaches to strategy from both social and economic perspectives is key to guarantee a certain level of business performance (Mahmoud 2016). Scholars' attention has been drawn to the fact that market orientation needs to be incorporated as a bundle into other strategic actions to achieve effective and efficient performance (Cano et al 2004;Qu 2009;Brik et al 2011;Hakala 2011;Mahmoud 2016). Mitchell et al (2010) advocated for the incorporation of macro marketing variables such as corporate social responsibility, ecological and environmental issues as additional variables into future market orientation studies.…”

Section: Mo Csr and Customer Satisfactionmentioning

confidence: 99%

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Market orientation and corporate social responsibility: towards an integrated conceptual framework

Mahmoud

Blankson

Hinson

2017

Int J Corporate Soc Responsibility

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The aim of this study is to develop a comprehensive framework and propositions showing the integration of market orientation (MO) as an economic-oriented strategy and corporate social responsibility (CSR), as a sociallyoriented strategy for business performance (BP). A review of literature on the three constructs of MO, CSR and BP facilitated the development of the framework and a number of research propositions. An integrated conceptual framework of economic and social strategies is constructed based on prior conceptualisation of MO and CSR. In total, twenty-six (26) propositions are developed based on the integrated conceptual framework. An empirical examination of the model will clarify further, relations among the variables and then authenticate the developed model and propositions. The study provides practitioners with a framework and the accompanying propositions for decision making with respect to their strategic choices and performance. The conceptual framework and the proposition developed when implemented are expected to enhance both the firm and customer value which has a wider implication for the society. The novelty in this research is the common antecedents of both MO and CSR. This research augments the few studies on the integration of MO and CSR.

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Section: Conclusion and Direction For Future Researchmentioning

confidence: 99%

Section: Consequences Of Mo and Csrmentioning

confidence: 99%

Section: Mo Csr and Customer Satisfactionmentioning

confidence: 99%

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Market orientation and corporate social responsibility: towards an integrated conceptual framework

Mahmoud

Blankson

Hinson

2017

Int J Corporate Soc Responsibility

Self Cite

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“…The market orientation construct is central to modern marketing decision-making and a frequently studied subject (Grinstein, 2008;Qu, 2009;Blankson et al, 2013;Mahmoud, 2016). There is a continuous interest in market orientation owing to the firm performance and market orientation nexus (Qu, 2009;Wang et al, 2012;Mahmoud, 2016).…”

Section: Market Orientationmentioning

confidence: 99%

“…Market orientation is a well-researched concept (Qu and Ennew, 2003;Sin et al, 2005;Altinay, 2010;Wang et al, 2012Mahmoud, 2016, with scholars arguing that the hotel sector's utilization of marketing and its practices is slow compared with other commercial service sectors such as banking, insurance or retail distribution (Sin et al, 2005). According to Zhou et al (2009), hotels are now paying close attention to the delivery of superior customer value to achieve better performance.…”

mentioning

confidence: 99%

Investigating market orientation and positioning in star-rated hotels in Ghana

Hinson

Abdul-Hamid

Osabutey

2017

IJCHM

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Purpose Market orientation and positioning have been widely recognized as organizational metrics linked to hotel performance. The purpose of this study is to offer the link among market orientation, positioning and hotel performance in Ghana’s (luxury) hotel sector. It also reports on the joint influence of market orientation and positioning on hotel performance in the same sector. Design/methodology/approach Three hypotheses were investigated on the link between market orientation and hotel performance, positioning and hotel performance, and the joint effect of market orientation and positioning on hotel performance. A survey of star-rated (luxury) hotels in the capital city of Ghana was used. One hundred and five responses were used in the analysis. Descriptive statistics, exploratory factor analysis and hierarchical regression were used to test the three hypotheses. Findings All hypotheses were accepted. Market orientation and positioning jointly affect hotel performance, and the study provides hotel managers with suggestions on how to enhance their performance via market orientation and positioning. Research limitations/implications Market orientation, positioning, and performance measures focused on management perspectives without including perceptions of customers. Originality/value This study is one of the few attempts to systematically investigate the intertwined concepts of market orientation, positioning and performance in a developing economy hospitality context.

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How new sustainability typologies will reshape traditional approaches to loyalty

Richardson

2022

Ital. J. Mark.

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The benefits of segmentation and loyalty programmes are well established however Business-As-Usual (BAU) models, whether online or traditional, only focus on customers' contributions to the 'bottom line'. Sustainable Development (SD) is inextricably linked to consumers and whilst some studies allude to 'green' segmentation, there are no loyalty ladders or frameworks predicated on Elkington's Triple Bottom Line (TBL). This study aligns with those who think the TBL should be the thread that runs through sustainability research. It looks beyond the question of why firms adopt sustainability and instead consider how they do so by investigating the changes needed for loyalty models and frameworks. The paper is positioned in the overlap between the SD and marketing domains. It facilitates conceptualisation by addressing some of the terminological confusion inherent in sustainability studies. It provides a working definition of SD and a rationale for (and definition of) the preferred term Sustainable Marketing (SM). Assuming marketers want to work in a more sustainable fashion, they need to adapt existing models or adopt new versions. With adaptation representing a smaller change to marketers' modus operandi, it is deemed more likely to be adopted than a radical change. This is conceptualised using two schools of thought, namely the Developmental and Critical schools. This study is positioned in the critical school as it posits that the traditional models are no longer fit for purpose and need adapting or replacing. This approach provides better understanding of why sustainability models (or frameworks) are needed and the need to shape practice, thus going beyond academic theory. Then the paper is in two main sections; first it critiques the BAU building blocks needed for loyalty ladders, namely a marketing orientation and segmentation frameworks. This paper advocates improving loyalty by adopting sustainable building blocks. Hence the second section uses existing adaptations, namely a sustainable market orientation, a sustainable stakeholder typology and a TBL-based segmentation framework (APPROVES), to create a new TBL-based SM loyalty ladder. This will provide a platform for discussion and future research.

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Sustainable market orientation: a competitive strategic tool in an emerging economy context

Cited by 19 publications

References 60 publications

Market orientation and corporate social responsibility: towards an integrated conceptual framework

Market orientation and corporate social responsibility: towards an integrated conceptual framework

Investigating market orientation and positioning in star-rated hotels in Ghana

How new sustainability typologies will reshape traditional approaches to loyalty

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