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Full Text] [PDF] 40. Enrique Bigné, Inés Küster, Francisco Torán. 2003. Market orientation and industrial salesforce: diverse measure instruments. Abstract] [Full Text] [PDF] 41. Sanjeev Agarwal, M. Krishna Erramilli, Chekitan S. Dev. 2003. Market orientation and performance in service firms: role of innovation. Journal of Services Marketing 17:1, 68-82. [Abstract] [Full Text] [PDF] 42. Spiros P. Gounaris, Karin Venetis. 2002. Trust in industrial service relationships: behavioral consequences, antecedents and the moderating effect of the duration of the relationship. Journal of Services Marketing 16:7, 636-655. [Abstract] [Full Text] [PDF] 43. Abstract] [Full Text] [PDF] 54. Angela Cottam, John Ensor, Christine Band. 2001. A benchmark study of strategic commitment to innovation. European Journal of Innovation Management 4:2, 88-94. [Abstract] [Full Text] [PDF] 55. Lloyd C. Harris, Huw Jenkins. 2001. Planning the future of rugby union: a study of the planning activities of UK rugby clubs. Marketing Intelligence & Planning 19:2, 112-124. [Abstract] [Full Text] [PDF] 56. Barbara A. Lafferty, G. Tomas M. Hult. 2001. A synthesis of contemporary market orientation perspectives. European Journal of Marketing 35:1/2, 92-109. [Abstract] [Full Text] [PDF] 57. Kwaku Appiah-Adu, Alan Fyall, Satyendra Singh. 2001. Marketing effectiveness and business performance in the financial services industry. Journal of Services Marketing 15:1, 18-34. [Abstract] [Full Text] [PDF] 58. Abstract] [Full Text] [PDF] 61. C. Brooke Dobni, George Luffman. 2000. Market orientation and market strategy profiling: an empirical test of environmentbehaviour-action coalignment and its performance implications. Management Decision 38:8, 503-522. [Abstract] [Full Text] [PDF] 62. Brendan Abstract] [Full Text] [PDF] 66. George J. Avlonitis, Spiros P. Gounaris. 1999. Marketing orientation and its determinants: an empirical analysis. European Journal of Marketing 33:11/12, 1003-1037. [Abstract] [Full Text] [PDF] 67. Shengliang Deng, Jack Dart. 1999. The market orientation of Chinese enterprises during a time of transition. European Journal of Marketing 33:5/6, 631-654. [Abstract] [Full Text] [PDF] 68. Abstract] [Full Text] [PDF] 72. Lloyd C. Harris. 1998. Cultural domination: the key to market-oriented culture?. European Journal of Marketing 32:3/4, 354-373. [Abstract] [Full Text] [PDF] 73. Jimmy Chan Hung Ngai, Paul Ellis. 1998. Market orientation and business performance: some evidence from Hong Kong. International Marketing Review 15:2, 119-139. [Abstract] [Full Text] [PDF] 74. Nora Lado, Albert Maydeu-Olivares, Jaime Rivera. 1998. Measuring market orientation in several populations. European Journal of Marketing 32:1/2, 23-39. [Abstract] [Full Text] [PDF]

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Burgess and Steenkamp [Burgess, S. M., & Steenkamp, J. (2006). Marketing renaissance: How research in emerging markets advances marketing science and practice. International Journal of Research in Marketing, 23(4), 337−356.] have pointed out that marketing knowledge derives almost exclusively from research conducted in high income, industrialized countries. However, the generalizability of marketing knowledge should also be tested in emerging markets. We demonstrate that returns on customer orientation and organizational innovativeness play out differently in New versus Old Europe. Contrary to previous research, we find that customer focus is at least as important in New Europe as in our Old European country, while organizational innovativeness appears more important in New Europe to drive both customer service and financial performance.