An Empirical Examination of Market Orientation in Saudi Arabian Manufacturing Companies

Analysis Of Hofstedes 5-D Model: The Implications Of Conducting Business In Saudi Arabia

“…The ranking indicates that it may be necessary "to go to the top for answers" (Mind Tools, n.d). Generally, "Saudi managers make decisions autocratically and paternalistically" to subordinates who are characterized as having "strong dependence needs" (Bhuian, 1998). During meetings, decision makers are likely to be silent observers and the person doing the significant portion of the talking is likely the least important individual present (Butler, n.d.).…”

“…"In the Arab culture, it is customary to give feedback through an intermediary to avoid conflict and sending the wrong message" (Iqbal, 2010). The effect is that organizations may decide not to assess individual performance and instead opt to "assess the overall organizational outcomes and equally reward all employees, whereas others tend to focus on market factors, e.g., customer satisfaction, relationship building with suppliers and/or customers, and new account openings" (Bhuian, 1998). Islamic beliefs concerning time and delays may have significant impact on planning/scheduling.…”

“…Due to Saudi Arabia's uncertainty avoidance ranking, there is a notion that Saudis prefer government intervention in business practices. Within organizations, the ranking is evident in the fact that Saudi managers are generally not tolerant of deviation of the generally rigid company rules (Bhuian, 1998). This formality effects the environment and productivity within organizations.…”

Market Orientation, Product Innovation on Marketing Performance Rattan Industry in Cirebon Indonesia

“…Several studies have shown a strong correlation between market orientation and corporate performance (Matsuno et al, 2000), whereas the results of contradiction is found (Han et al, 1998;Jaworski and Kohli, 1993). The research found that the market orientation affect the performance of the organization (Bhuian, 1998; Deshpande et al, 1993; Harris and Ogboma, 2001;Jaworski and Kohli, 1993;Matsuno and Mentzer, 2000;Pitt et al, 1996;Selnes et al ., 1996).Innovation related to the performance of the company, has been discovered by (Damanpour and Evan, 1984;Zahra, de Belardino, and Boxx, 1988) is different from the findings of Mavondo et al (2005) product innovation does not significantly influence the effectiveness of marketing.While Darroch (2005) found no effect on the innovation performance of both financial performance and non-financial performance as market share and sales growth. Sales continue to occur and earnings continue to rise is not necessarily stable if not innovation and added value for consumers.…”

Marketing Concept Manifestations in Fiji Enterprises: Confirming the Link to Organizational Competitiveness

“…The marketing concept entails both be veloping economies (Shultz & Pecotich, 1997); havioral and cultural components. The behav and yet, research has thus far been limited to ioral aspects have been the focus of much ata few studies on emerging economies in Asia tention, particularly relating to the processing and Central Europe (e.g., Bhuian, 1998; Desh of market intelligence (e.g., Kohli & Jaworski, pandé & Farley, 2004;Liu et al, 2003;Sub ramanian & Gopalakrishna, 2001) to the near 1990). Extending this behavioral component, Day (1994) identifies specialized marketing ca pabilities (i.e., knowledge and skills) that rep resent the marketing concept.…”