A Refinement and Validation of the MARKOR Scale

Abstract

In this article, the authors attempt to develop an improved market orientation scale built on Kohli, Jaworski, and Kumar’s market orientation scale (MARKOR). The modified scale is then compared with the MARKOR scale in a validation study. The authors argue that the scale improves operationalization of the market orientation construct, and the results indicate that the psychometric properties of the new scale are superior to those of the MARKOR scale. Implications of the results are discussed, and a future research agenda is offered.

Market orientation and corporate social responsibility: towards an integrated conceptual framework

“…These are: overall business performance (Harris and Ogbonna 2001;Matsuno et al 2000;Kwon and Hu 2000), customer satisfaction (Galbreath 2010), service quality (Galbreath 2010;Agarwal et al 2003), profitability firm growth (Morgan et al 2009) and employee commitment (Galbreath 2010;Jaworski and Kohli 1993). Overall, business performance combines all five measures.…”

Factors enhancing the choice of higher resource commitment entry modes in international new ventures

“…Repeated items were also removed and items from other scales referring to aspects not reflected in the above scales were included, such as price policies, discussion of market tendencies (Deshpandé et al 1993), identification of emerging segments, appearance of new products, information exchange stimulations, environment-directed strategies, and information flow to consumers. This procedure was similar to that applied by Matsuno et al (2000) to refine the MARKOR scale. Furthermore, since this paper sets out to measure international market orientation in INVs, following Knight and Cavusgil (2004), all the items refer to the international market.…”

Developing and Measuring Supply Chain Management Concepts

“…Also following the literature Matsuno, Mentzer, and Ozsomer 2002;Matsuno, Mentzer, and Rentz 2000), comparison measures (i.e., business performance relative to major competitors) were adapted to give respondents an anchor point that would help respondents assess the level of the firm performance in a more objective manner.…”