Market orientation is the cornerstone that should guide the actions of those in charge of marketing. Its importance lies in its (assumed) capability to make consumers more satisfied and, by this means, to attain the company’s objectives more efficiently. This paper proposes that the time factor should form part of market‐oriented business behavior. The most market‐oriented companies act more quickly and they are quicker when it comes to collecting and disseminating information, and designing market action plans. Using the methodology proposed by Kohli and Jaworski, the time dimensions that give content to market‐oriented behavior are examined in a sample of Spanish companies. Additionally, in an attempt to go beyond the anecdotal evidence, different hypotheses are contrasted concerning the effect of different organizational and environmental antecedents on the time dimensions of market‐oriented behavior.
The undergraduate dissertation is characterized by a conflict between autonomy and support, in which the role of the supervisor is outlined; however, this role is not consistently defined either in the literature or in practice. As a result, a mismatch may arise between the dedication of the supervisor and the dedication expected from the student, which may affect both their satisfaction with the supervisor and the competences developed during the process. A structural equation model was used to test these relationships, concluding that the students who reported having acquired skills from the interaction with their respective supervisors are significantly more satisfied with them, and that the roles attributed to the supervisor by the student influence the skills developed. These findings suggest that it may be important to clarify the role of the supervisor in advance, according to the skills that are intended to be developed.
The psychology of sustainability highlights the importance of building organizational environments promoting the employees’ well-being, and leaders play an important role in it. Drawing from Kahn’s theory, the purpose of this study is to simultaneously examine the mediating role of task significance, perceived organizational support (POS) and employees’ core self-evaluations (CSE) in the relationship between supervisors’ transformational leadership and job engagement. In order to test the proposed model, a structural equation modelling was performed using the bootstrapping technique in IBM SPSS Amos 23 for Windows. The sample consisted of 320 employees from emergent high-tech and knowledge-based SMEs in Spain. The results supported all the hypotheses posited. By helping employees to find the meaning and significance of their work, making them feel supported by the organization and strengthening their sense of worth and competence, transformational leaders boost job engagement, a key aspect of the human dimension of organizational sustainability. This paper contributes to the psychology of sustainability by advancing knowledge of the mechanisms through which supervisors’ transformational leadership influences employees’ well-being in terms of job engagement.
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