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The subject of market orientation has been of interest to both researchers and practitioners for several years. The work of Jaworski and Kohli (1993) inspired a substantial body of literature that empirically examined the antecedents and consequences of a market orientation. This article contributes to that body of literature by investigating the antecedents and consequences of market orientation in Australia. The results successfully replicate the Jaworski and Kohli findings, within an Australian environment. Results illustrate that understanding the culture, activities and processes associated with market‐oriented activity have significant implications for organisations in Australia.

This study examines the relationships between marketing planning, market orientation and business performance. We explore conceptually how linking the behaviours of marketing planning with the values of market orientation might be expected impact on business performance. Our findings suggest that high quality marketing planning can lead to performance benefits, but as antecedent to a market orientation, rather than as an independent activity.

The performance of three formats in three choice sets was studied. In choice sets with negatively correlated attributes, the computer-assisted LINEAR format led to superior decisions in comparison with a computer-assisted CUTOFF format and a simple RAN DOM-order format. Decision quality, however, was high and the same across the formats in a choice set with non-negatively correlated attributes. The LINEAR format was highly regarded by subjects, resulted in timely decisions, and is recommended on the basis of its performance in the study.

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