Examining the market orientation-performance relationship: A context-specific study

Kumar, Kundan; Subramanian, Ram; Yauger, Charles

doi:10.1016/s0149-2063(99)80060-9

Cited by 168 publications

(94 citation statements)

References 76 publications

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“…Long-term focus is the orientation of a firm toward longterm goals regarding all dimensions of market orientation (Narver and Slater 1990). Profitability is argued to be both an objective and component of market orientation (Kumar et al 1998).…”

Section: Market Orientation and Organizational Identitymentioning

confidence: 99%

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Franchise branding: an organizational identity perspective

Zachary

McKenny

Short

et al. 2011

J. of the Acad. Mark. Sci.

100

106

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Despite the call for increased theoretical diversity in franchising research, the incorporation of organizational theory into this literature has been minimal. In response, we examine how aspects of organizational identity are represented in franchisee recruitment Web sites. We develop the concept of franchise branding to understand how franchisors position franchise opportunities to attract potential franchisees. We find that firms in the Franchise 500 use more language associated with market orientation, entrepreneurial orientation, and charismatic rhetoric when compared to a sample of lower-performing franchises. We also examine the impact of franchisor size and age to examine how liabilities of size and newness impact language use. We find that larger firms tend to use more rhetoric but detect no significant differences based on age. We conclude by discussing future possibilities for incorporating additional theoretical perspectives into the franchising literature.

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Section: Market Orientation and Organizational Identitymentioning

confidence: 99%

“…Organizations that promote and capitalize on a market orientation tend to outperform other organizations with a lower market orientation (Kumar et al 1998). As a result, franchisors identifying and recruiting franchisees that have a strong market orientation should perform better than those that do not.…”

Section: Market Orientation and Organizational Identitymentioning

confidence: 99%

Franchise branding: an organizational identity perspective

Zachary

McKenny

Short

et al. 2011

J. of the Acad. Mark. Sci.

100

106

View full text Add to dashboard Cite

show abstract

“…Four subjective measures of performance (α = 0.717)-return on investment (ROI), growth in revenue, new product success, and success in controlling expenses-which have been used in previous studies of market orientation (Kumar, Subramanian, & Yauger, 1998;Subramanian and Gopalakrishna, 2001) were used to test the link between market orientation and performance. In this study, performance was based upon a managing director's subjective response to questions assessing whether the results of ROI, growth in revenue, new product success, and success in controlling expenses were above or below those of competitors over the previous five years.…”

Section: Methodsmentioning

confidence: 99%

An empirical study of SOEs' market orientation in transitional China

Sun

Liu

2006

Asia Pacific J Manage

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Using institutional theory, this paper investigates the antecedents and outcomes of market orientation in state-owned enterprises (SOEs) in transitional China. A survey of 274 SOEs demonstrates a strong positive relationship between market orientation and various measures of organizational performance. Additionally, market competitive pressure, formalized corporate governance, and less government control are found to promote market orientation of SOEs in the transitional period. These results support the views that market orientation leads to better performance and that institutional factors should be considered in studies of strategy in Chinese firms. Copyright Springer Science + Business Media, Inc. 2006Institution, Market orientation, Performance,

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“…Market orientation was measured with a five-item index based on previous research (Kumar et al, 1998;Narver and Slater, 1990). And an organization's customer orientation, competitor orientation, inter-functional coordination, long-term horizon and profit emphasis are the first-order indicators of a higher, second-order construct, namely, market orientation.…”

Section: Methodsmentioning

confidence: 99%

Relationships among market orientation, learning orientation, organizational innovation and organizational performance: An empirical study in the Pearl River Delta region of China

Xie

Chang-yong

Chen

2007

Front. Bus. Res. China

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The purpose of this paper is to examine the relationships among market orientation, learning orientation, organizational innovation and organizational performance through a structural equation modeling approach. This study uses a sample of 143 companies in the Pearl River Delta region of China. Results show that (1) market orientation has no positive direct impact on organizational performance; (2) market orientation has a direct impact on learning orientation; (3) learning orientation has a direct impact on administrative and technical innovation; (4) market orientation has a direct impact on organizational innovation by learning orientation; (5) administrative innovation has a positive direct impact on organizational performance while technical innovation does not impact on organizational performance directly; (6) technical innovation has a positive impact on administrative innovation; (7) learning orientation has an indirect impact on organizational performance through influencing organizational innovation; (8) market orientation has impact on learning orientation, which has An empirical study in the Pearl River Delta region of China 223 an impact on organizational innovation, which in turn has an impact on organizational performance. Managerial implications are discussed, along with suggestions for further research.

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Examining the market orientation-performance relationship: A context-specific study

Cited by 168 publications

References 76 publications

Franchise branding: an organizational identity perspective

Franchise branding: an organizational identity perspective

An empirical study of SOEs' market orientation in transitional China

Relationships among market orientation, learning orientation, organizational innovation and organizational performance: An empirical study in the Pearl River Delta region of China

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