Effect of Marketing Orientation on Business Performance: A Study from Slovak Foodstuff Industry

Šályová, Simona; Táborecká-Petrovičová, Janka; Nedelová, Gabriela; Ďaďo, Jaroslav

doi:10.1016/s2212-5671(15)01677-9

Cited by 30 publications

(15 citation statements)

References 35 publications

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“…SMEs need to understand the concept of market orientation that can provide performance benefits to the SMEs (Amin et al, 2016). There is a significant relationship between market orientation and business performance (Dubihlela & Sandada, 2014;Šályová et al, 2015;Lee et al, 2015;Amin et al, 2016) directly and/or indirectly (Buli, 2017;Herman et al, 2018). Therefore, we proposed the following hypothesis:…”

Section: Business Performancementioning

confidence: 99%

The effects of market orientation and innovation on competitive advantage and business performance of textile SMEs

Udriyah¹,

Tham²,

Azam³

2019

10.5267/j.msl

140

108

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This paper analyzes the effects of market orientation and innovation on competitive advantage and business performance. The method of collecting data is a designed questionnaire. The sample size is 150 textile SMEs in Selangor, Malaysia. Path analysis by operating SPSS 20.0 is used in analyzing the research. The result shows that market orientation and innovation had positive and significant effects on competitive advantage, partially. Market orientation and innovation give contributions to the competitive advantage of 46.3% while the rest of 54.7% are influenced by other variables which are not described in this study. Competitive advantage partially has a positive and significant influence on business performance. Market orientation and innovation also have significant effects on business performance both directly and indirectly through competitive advantage. Market orientation, innovation, and competitive advantage give contributions to the business performance of 58.4% while the rest of 41.6% are influenced by others variables which are not described in this study.

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Section: Business Performancementioning

confidence: 99%

The effects of market orientation and innovation on competitive advantage and business performance of textile SMEs

Udriyah¹,

Tham²,

Azam³

2019

10.5267/j.msl

140

108

View full text Add to dashboard Cite

show abstract

“…collectivism vs. individualism) (Kirca, Jayachandran, & Bearden, 2005). As noted earlier, most of these studies emphasise external factors which present difficulties for firms to adopt, since companies usually have limited control over these forces, such as their market environment, industry type and culture (Cano, Carrillat, & Jaramillo, 2004). Employees are the most important participants in the service industry, while the way in which they are treated directly influences their efficiency (Becker & Gerhart, 1996;Koys, 2001;Meso & Smith, 2000).…”

Section: Employee Orientationmentioning

confidence: 99%

Impact of market orientation on firm’s customer-based performance: the moderating role of employee orientation

Babu

Liu

Jayawardhena

et al. 2019

Journal of Marketing Management

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In this paper, we examine the influence of employee orientation (EO) on converting constituent dimensions of market orientation (MO) into customer-based performance (CBP) and consider the robustness of these relationships in the context of firm age and size. Based on a sample of 410 mid-to-senior-level managers working in UK service industries, we find that all three dimensions of MO positively influence CBP. While highlighting the utility of employing a multidimensional approach to evaluate the customer-based outcome of MO implementation we highlight the nuanced role of EO in strengthening the MO-performance relationship and emphasize the crucial role employees play in implementing different strategic orientations in a perceivable way to customers.

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“…In today's dynamic times of intensifying globalisation, when many countries are hit by the financial crisis, a company should monitor new trends in their business environment [29][30][31]. Managers make daily permanent decisions to develop an effective strategy that will help them to succeed in a highly competitive environment [32,33].…”

Section: Resultsmentioning

confidence: 99%

Investing in Human Capital as a Key Factor for the Development of Enterprises

Drábek¹,

Lorincová²,

Javorčíková³

2017

Issues of Human Resource Management

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Small and medium-sized enterprises (SMEs) are considered to be a driving force of the economy in the world. Among the most valuable features of SMEs is their flexibility, decision-making accessibility, implementation, innovation and high adaptability to the market environment. SMEs provide for acceleration and economic growth of the country and its regions. Investment in human capital in SMEs, (meaning investment into intangible assets of the company), it is one of the ways to support this sector. In the same manner as SMEs are considered to be a driving force of the economy, human resources can be seen as its driving force, the source of success, competitiveness and added value of businesses. Human capital is one of the most valuable components of any business and that is why investment in human resources becomes a necessary step ensuring that a business prospers in a changing market environment. Current trends also point to the growing importance of investment in human capital. The future will certainly belong to those companies which pay most attention to effective management of human resources, which, in terms of time factor is an important prerequisite for growth and competitiveness of a company.

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Effect of Marketing Orientation on Business Performance: A Study from Slovak Foodstuff Industry

Cited by 30 publications

References 35 publications

The effects of market orientation and innovation on competitive advantage and business performance of textile SMEs

The effects of market orientation and innovation on competitive advantage and business performance of textile SMEs

Impact of market orientation on firm’s customer-based performance: the moderating role of employee orientation

Investing in Human Capital as a Key Factor for the Development of Enterprises

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