Market Orientation and Brand Orientation from Customer Perspective: An Empirical Examination in the Non-profit Sector

Casidy, Riza

doi:10.5539/ijbm.v5n7p14

Cited by 17 publications

(7 citation statements)

References 52 publications

(27 reference statements)

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“…MO firms deploy the three pillars of the marketing concept (customer orientation, coordinated market interaction and profitability) and ensure these are manifested in its operations (Kohli and Jaworski 1990;Mulyanegara 2010). The proposition of the MO theory is that the success of a firm depends on how successful the top management team and individual managers are in managing their customer relationships (Kohli and Jaworski 1990;Ruekert 1992).…”

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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Section: Market Orientation and Csrmentioning

confidence: 99%

Market Orientation and CSR: Performance Implications

2015

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“…The brand orientation construct was measured with Ewing and Napoli's (2005) scale that consists of 14 items. The items in this measurement scale have been adopted in studies on services offered in churches (Mulyanegara, 2010) and small hotels (Peters, Pfurtscheller, Wong, & Kraus, 2010). This construct has three sub-constructs: brand interaction (INT), brand affect (AFF), and brand orchestration (ORC).…”

Section: Measurementmentioning

confidence: 99%

The Influence of Brand Orientation and Knowledge Creation on Organisational Performance of Malaysian Tourist Resorts

Li¹,

Yeow

Choon-Yin³

et al. 2019

AAMJ

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The purpose of this paper is to examine the effects of brand orientation and knowledge creation process on the organisational performance of tourist resorts from the perspective of tourism entrepreneurs. Despite a plethora of branding and knowledge management literature, a limited number of studies have investigated the effects of brand orientation and knowledge creation process together on organisational performance. The studied tourism entrepreneurs exhibit low involvement in branding activities and knowledge creation according to government of Malaysia sources. The significance of brand orientation and knowledge creation process for improving the organisational performance of tourist resorts remains inconclusive. For this study, empirical data was drawn from 322 tourist resorts in Malaysia. The hypothesised relationships are analysed using structural equation modelling (SEM). The results show that brand orientation and knowledge creation process have a positive and significant effect on organisational performance whereas knowledge creation process partially mediates brand orientation and organisational performance. We propose higher involvement of tourism entrepreneurs in knowledge sharing sessions to develop distinctive brands to attract customers, which will in turn improve organisational Melissa Li Sa Liow et al. 176performance. The top-down management approach in instituting branding activities remains pervasive in tourist resorts in Malaysia's high-power distance society.

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“…Other works measure the adoption of CO, and its effects, exclusively from the perspective of the customer (e.g., Corbitt, Thanasankit, and Yi ; Mulyanegara ). Their findings show that CO has a positive effect on key variables of consumer behavior.…”

Section: Development Of Hypothesesmentioning

confidence: 99%