The evolving marketing concept, competitive intensity and organizational performance

Lusch, Robert F.; Laczniak, Gene R.

doi:10.1007/bf02722166

Cited by 173 publications

(66 citation statements)

References 15 publications

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“…Competition will be more intense. Mahapatra et al 2012Lusch, Laczniak 1987 We typically adopt an "undo-the-competitor" posture in our export markets We take hostile steps to achieve export competitive goals Our actions towards export competitors can be termed as aggressive Our export markets are noted for competition between companies There is substantial competition among companies in our export markets Competition among companies in our export markets is intense Boso et al 2012 JMBA.CE 71 Literature used for the purposes of this study is presented in Figure 5, with publications selected for the systematic literature review marked with an asterisk (*). The discussed publications have been represented on a graph in accordance with the variables (struc tural or behavioural) selected by authors, as well as the chosen methods, tools and sources (primary, for instance, for questionnaires and secondary for indexes such as HHI).…”

Section: Resultsmentioning

confidence: 99%

“…Other authors cited by researchers in the context of investigating the intensity of competition are Lusch and Laczniak, who point out that measurements based on the number of competitors or concentration indexes are, indeed, possible, but they suggest an approach based on a wider range of factors (Lusch and Laczniak, 1987). The proposed variables include, inter alia, cooperation between suppliers and prices of substitute products.…”

Section: Dariusz Kwiecińskimentioning

confidence: 99%

“…Coope tition is a new philosophy, strategy and approach that transcends conventional rules of competition and cooperation in order to create advantage through a simultaneous use of both types of relationships (Luo, 2004). This phenomenon denotes also the ability to enter into inter-organizational relationships; it is a strategy of joint value creation, the division of which has a variable structure of a positive-sum game (Czakon et al, 2012;Dagnino and Padula, 2002).…”

Section: Introductionmentioning

confidence: 99%

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Measures of Competitive Intensity – Analysis Based on Literature Review

Kwieciński¹

2017

JMBACE

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Purpose: To systematize the existing approaches and tools used for measuring competitive inten sity.Methodology: Systematic literature review along with critical literature review.Findings: Identification of two main approaches to measuring competition intensity: the first per tains to research based on experts' opinions and involves the use of questionnaires (primary sources), while the second is based on structural variables used with a variety of indexes (second ary sources). In addition, variables applied for the purpose of measuring the intensity of competi tion are divided into structural and behavioural. Research implications:Research implications are two-fold. Firstly, a distinction is made between various types of existing approaches to measuring competitive intensity. Secondly, research is carried out, inter alia, with regard to the actual object of certain measures, as opposed to their object stemming from commonly accepted definitions. Practical implications:The issue of measuring competition intensity occupies a prominent place in the discussion on the effectiveness of inter-organizational relationships. The findings outlined in this paper may help managers to develop/adopt the right approach supporting their strategic decisions. Originality:The paper provides a complex review of the existing methods and measures of com petitive intensity. It systematizes recent knowledge about competitive intensity measurements.

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Section: Resultsmentioning

confidence: 99%

Section: Dariusz Kwiecińskimentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Measures of Competitive Intensity – Analysis Based on Literature Review

Kwieciński¹

2017

JMBACE

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“…Bennett & Cooper, 1979;Houston, 1986;Lusch & Laczniak, 1987;Kohli & Jaworski, 1990 argued that the level of MO and its importance can be influenced by environmental condition. In this study, market turbulence and competitive intensity are the environmental context that will be investigated as moderator variables that are expected enhance the relationship between MO and performance.…”

Section: Moderators Of the Mo-performance Relationshipmentioning

confidence: 99%

Investigating Market Orientation—Business Performance Relationships in the Yogyakarta (Indonesia) Batik Family Firms

Hartono¹

2013

IJMS

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Objectives of the this study examines the empirical relationships between market orientation (MO) and family firms' performance and analyzes the effects of moderating variables (market turbulence and competitive intensity) on the relationships between market orientation and family firms' performance of the batik industry in Yogyakarta Province, Indonesia. The result of MO-business performance relationship in the Indonesian batik family firms was consistent with the vast majority of MO studies; however the role of moderator variables (market turbulence and competitive intensity) provided non-significant contribution to the MO-business performance relationship.

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“…According to Fang et al (2014), in order to sustain competitive advantage in an advanced market environment, organizations must retain and accumulate resources with frequent function of assets and market knowledge. Over the course of time, the marketing concept has evolved to reflect the philosophy of doing business that can be considered as the fundamental of successful organization's culture (Baker et al, 1994;Houston, 1986;Hunt & Morgan, 1995;Lusch & Laczniak, 1987;Slater & Narver, 1995). Interest on market orientation research work has increased rapidly.…”

Section: Introductionmentioning

confidence: 99%

Export Market Orientation and Organizational Knowledge Enhance Export Market Performance

Ng¹,

Mostafa²,

Mohammed³

et al. 2015

IBR

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Exporters exporting to the Arab Countries should focus on market orientation and organizational knowledge activities to enhance their export performance. Marketing concept suggests that the long term purpose of an organization is to satisfy customer needs for the purpose of maximizing profits. Thus, this study investigated the relationship between export market orientation, organizational knowledge and export market performance. The hypothesized relationships between export market orientation, organizational knowledge and export market performance were empirically tested through structure equation modeling. A total of 223 duly completed self-administrated survey questionnaires collected from each representative manufacturers who export to the Arab market were analyzed. The result shows that export market orientation and organizational knowledge positively influence export market performance. The square multiple correlations between the exogenous constructs and endogenous construct was found to be 49%. It means that when there is one unit of increase in export market orientation and organizational knowledge, there will be 49 units of increase of export market performance for Malaysian manufacturers exporting to Arab countries. Result implies that exporters exporting to Arab countries should focus on market orientation and organizational knowledge activities in their organization to enhance export performance.

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The evolving marketing concept, competitive intensity and organizational performance

Cited by 173 publications

References 15 publications

Measures of Competitive Intensity – Analysis Based on Literature Review

Measures of Competitive Intensity – Analysis Based on Literature Review

Investigating Market Orientation—Business Performance Relationships in the Yogyakarta (Indonesia) Batik Family Firms

Export Market Orientation and Organizational Knowledge Enhance Export Market Performance

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