Channel Collaboration, Market Orientation and Performance Advantages: Discovering Developed and Emerging Markets

Hyvönen, Saara; Tuominen, Matti

doi:10.1080/09593960701631482

Cited by 31 publications

(25 citation statements)

References 89 publications

(148 reference statements)

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“…Blesa and Bigne (2005) argue that the MO of a manufacturer affects the behavioral dimensions of channel relationships. Hyvonen and Tuominen (2007) demonstrate the importance of channel collaboration and MO in contributing to a firm's competitive superiority. Facing an ever-changing business environment, organizations need long-term collaborative relationships with suppliers and channel members to exploit profitable new marketing opportunities.…”

Section: Abstract Involving Mo and Marketingmentioning

confidence: 98%

A survey of market orientation research (1995–2008)

Liao

Chang

et al. 2011

Industrial Marketing Management

164

146

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Section: Abstract Involving Mo and Marketingmentioning

confidence: 98%

A survey of market orientation research (1995–2008)

Liao

Chang

et al. 2011

Industrial Marketing Management

164

146

View full text Add to dashboard Cite

“…MO-related competitive advantages can arise from closer ties (Hyvönen and Tuominen 2007) or increased loyalty (Kirca et al 2005) which is crucial in an ever-changing business environment (Alhakimi and Baharun 2010;Aziz and Yassin 2010;Liao et al 2010).…”

Section: Theoretical Foundation: Market Orientation Theorymentioning

confidence: 99%

“…MO addresses how organizations adapt to their customer environment and apply a strict focus on serving customers to develop competitive advantages (Hurley and Hult 1998;Liao et al 2010;Slater and Narver 2000). MO-related competitive advantages can arise from closer ties to customers (Hyvönen and Tuominen 2007) or increased customer loyalty (Kirca et al 2005).…”

Section: Market Orientation and Csrmentioning

confidence: 99%

Market Orientation and CSR: Performance Implications

2015

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Corporate social responsibility (CSR) has become of great interest to both researchers and practitioners alike with much discussion on whether the costs outweigh the performance implications. CSR has become a firm strategic tool (not only an ethical concept) as firms recognize that the customer value proposition and CSR is integrated with the focus on how to differentiate the firm from the view of the customer. We utilized market orientation (MO) theory as our foundation for our research as it explains how organizations adapt to their customer environment to develop competitive advantages. With the current customer focus on CSR, MO assists the field in identifying a possible firm differentiation. Our research found that firms that ranked high on CSR correlated positively to performance. We also found our theoretically developed constructs of firm customer orientation (CO) and firm market orientation correlated with the firm adopting CSR. The results also indicated that CSR positively mediates CO and MO to firm performance. As past research had mixed results over the direct relation of MO to performance, our research suggests that CSR may be the missing variable to explain the MO/Performance relationship.

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“…Additionally, Dangayach and Deshmukh (2001) asserted that organisations that can manage their capabilities and resources related to supply chain management are likely to gain superior performance. Hence through systematic supply chain integration, organisations can share special resources and technological knowledge that are necessary to improve performance and to deliver value to their stakeholders (Hyvonen & Tuominen, 2007).…”

Section: Discussion: Capability For the Capacity Management Processmentioning

confidence: 99%

Capability for Infrastructure Asset Capacity Management / Infrastruktūros Išteklių Pajėgumo Valdymo Galimybės

Too

2011

International Journal of Strategic Property Management

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Infrastructure capacity management is the process of ensuring optimal provision of infrastructure assets to support business operations. Effectiveness in this process will enable infrastructure asset owners and its stakeholders to receive full value on their investment. Management research has shown that an organisation can only achieve business value when it has the right capabilities. This paradigm can also be applied to infrastructure capacity management. With competing needs for limited organisation resources, the challenge for infrastructure organisations is to identify and invest their limited resources to develop the right capabilities in the management of their infrastructure capacity. Using a multiple case study approach, the challenges faced in the management of infrastructure asset capacity and the approaches that can be adopted to overcome these challenges were explored. Conceptualising the approaches adopted by the case participants, the findings suggest that infrastructure organisations must strengthen their stakeholder connectivity capability in order to effectively manage the capacity of their infrastructure assets.

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Channel Collaboration, Market Orientation and Performance Advantages: Discovering Developed and Emerging Markets

Cited by 31 publications

References 89 publications

A survey of market orientation research (1995–2008)

A survey of market orientation research (1995–2008)

Market Orientation and CSR: Performance Implications

Capability for Infrastructure Asset Capacity Management / Infrastruktūros Išteklių Pajėgumo Valdymo Galimybės

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