A conceptual and empirical comparison of three market orientation scales

Matsuno, Ken; Mentzer, John T.; Rentz, Joseph O.

doi:10.1016/s0148-2963(03)00075-4

Cited by 120 publications

(137 citation statements)

References 38 publications

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“…However, ever since the term was coined in the late 1980s, market orientation has been an elusive concept to capture in terms of conceptualization, measurement, and implementation (Matsuno, Mentzer & Rentz, 2005). This section will start by expanding upon the two core conceptualizations of market orientation, followed by a detailing of the relationship between market orientation and performance.…”

Section: Market Orientationmentioning

confidence: 99%

“…In this view, market-oriented behavior thus arises from a set of activities that a firm that has implemented the marketing concept performs, activities which Kohli & Jaworski (1990) divide into three types: Market-oriented firms perform activities focused on: (1) generating market intelligence, (2) disseminating that intelligence across the whole organization, and then (3) responding to that intelligence. This view is much more focused on what the market-oriented firm is actually doing, as opposed to the cultural values in the organization that might be drivers for such actions and behaviors (Matsuno, Mentzer & Rentz, 2005). Thus, Kohli & Jaworski (1990) conceptualize market orientation as the implementation of the marketing concept, resulting in market-intelligence-related activities.…”

Section: Conceptualizing Market Orientationmentioning

confidence: 99%

“…Furthermore, they argue that the cultural conceptualization of market orientation lacks insight into the specific activities that market-oriented firms perform (Kohli et al, 1993) However, the conduct conceptualization of market orientation has also been criticized for putting too great an emphasis on customer intelligence as opposed to broader market intelligence (Pelham, 1997). Moreover, this view has problems with the fact that firmwide dissemination of intelligence and the response to it does not necessarily result in the creation of customer value if the organization does not understand or value information about its customers (Pelham, 1997;Matsuno et al, 2005).…”

Section: Conceptualizing Market Orientationmentioning

confidence: 99%

“…Matsuno et al (2005) conceive of market orientation as organizational culture and organizational capability, i.e. the Narver & Slater (1990) view, as being an antecedent to market orientation as conduct, i.e.…”

Section: Conceptualizing Market Orientationmentioning

confidence: 99%

“…the Kohli & Jaworski (1990) view. Matsuno et al (2005) use this synthesis of the two views of market orientation to create a model of what they refer to as extended market orientation, which can be seen in Figure 1 below.…”

Section: Conceptualizing Market Orientationmentioning

confidence: 99%

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Exploring Proactive Market Strategies : Managing the Market to Create Value

Brege

2018

Linköping Studies in Science and Technology. Licentiate Thesis

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How can firms become more successful and achieve higher business performance? How can they manage more complex and dynamic markets and maintain a high competitiveness? The answer is: through a more proactive approach to managing the market and creating customer value. This thesis explores proactive market strategies, which are firm's proactive strategies for creating, communicating, and delivering superior value to their customers, thereby achieving superior business performance. Prior literature in market orientation has touched the area of proactiveness in firms' approach to the market, but never properly defines proactiveness and lacks a clear connection to actual firm activities. Thus, in order to better understand how firms can gain the performance benefits from proactiveness, this thesis sets out to explore what proactiveness in a market-strategic context entails and what proactive activities firms perform in implementing their proactive market strategies.The research is based on two papers, each detailing one of the two complementary branches of the research. The first paper presents the conceptual work, focusing on a typology of marketoriented strategic behaviors, which are important for understanding how firms can gain the potential performance benefits of market orientation and how they can achieve behavioral fit among their activities. The second paper presents the empirical work, focusing on the qualitative case study performed and the themes of proactiveness that emerged from it. These papers are then synthesized into a holistic view of proactive market strategies in the thesis.The thesis finds that proactiveness at the firm level in a marketing context means a firm is future-oriented, initiative-taking, change-inducing, and creative. With a basis in this definition and the extensive literature on market orientation, the thesis presents conceptual developments that are important for understanding proactiveness in market strategy, such as a framework for understanding market strategies through firm activities and one for identifying and categorizing different types of proactive activities. Furthermore, the thesis gives more detailed descriptions of the case firms and how their proactive activities help them achieve success.This results in a thorough exploration of proactive market strategies, which contributes to the marketing and strategic management literatures by clearly defining proactiveness, conceptualizing and describing proactive market strategies, and delineating proactive firm activities to better understand how firms are being proactive. In doing so, the thesis provides interesting directions for future research and presents interesting implications for managerial practice. vi vii SammanfattningHur kan företag bli mer framgångsrika och uppnå högre lönsamhet och tillväxt? Hur kan de hantera mer komplexa och dynamiska marknader medan de uppehåller en hög konkurrenskraft? Svaret är: genom en mer proaktiv hållning till att hantera marknaden och skapa kundvärde. Den här avhandlingen utf...

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Section: Market Orientationmentioning

confidence: 99%

Section: Conceptualizing Market Orientationmentioning

confidence: 99%

Section: Conceptualizing Market Orientationmentioning

confidence: 99%

Section: Conceptualizing Market Orientationmentioning

confidence: 99%

Section: Conceptualizing Market Orientationmentioning

confidence: 99%

See 3 more Smart Citations

Exploring Proactive Market Strategies : Managing the Market to Create Value

Brege

2018

Linköping Studies in Science and Technology. Licentiate Thesis

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2012

Branding Governance

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Entrepreneurial Orientation, Human Resources Information Management, and Firm Performance in SMEs

Rodrigues

Raposo

2011

Can J Adm Sci

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There is abundant literature demonstrating that entrepreneurial orientation has an impact on performance indicators including economic results and relative market share. Moreover, entrepreneurial orientation interacts with market orientation to improve performance. Human resources information management (HRIM) is a critical component of market orientation. We tested a structural model of relationships among entrepreneurial orientation (EO), HRIM, and firm performance using a sample of small and medium sized enterprises (SMEs) from the manufacturing sector of Portugal. EO had a positive direct effect on both performance (β = .313) and HRIM (β = .291). HRIM also had a positive effect on firm performance (β = .236), and EO indirectly impacted firm performance (.069) through HRIM. Copyright © 2011 ASAC. Published by John Wiley & Sons, Ltd. JEL Classifications: M12, M13, M31Keywords: entrepreneurial orientation, SMEs, HRIM, market orientation, performance Résumé Il y a plusieurs travaux qui démontrent que l'orientation entrepreneuriale a un impact sur les indicateurs de performance, y compris les résultats économiques et la part relative du marché. Par ailleurs, l'orientation entrepreneuriale interagit avec l'orientation du marché pour améliorer la performance. La gestion des informations sur les ressources humaines (HRIM) est une composante importante de l'orientation du marché. Dans cet article, nous utilisons un échantillon de petites et moyennes entreprises (PME) du secteur manufacturier au Portugal pour tester le modèle structurel de la relation entre l'orientation entrepreneuriale (EO), HRIM et la performance de l'entreprise. L'étude montre que l'orientation entrepreneuriale a un impact direct sur les deux performances (β = .313) et sur le HRIM (β = .291). Le HRIM influence aussi positivement la performance de l'entreprise (β = .236) tandis que l'orientation entrepreneuriale influence indirectement la performance de l'entreprise (.069) via le HRIM.

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A conceptual and empirical comparison of three market orientation scales

Cited by 120 publications

References 38 publications

Exploring Proactive Market Strategies : Managing the Market to Create Value

Exploring Proactive Market Strategies : Managing the Market to Create Value

References and Bibliography

Entrepreneurial Orientation, Human Resources Information Management, and Firm Performance in SMEs

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