Market orientation and business performance: some European evidence

Pitt, Leyland; Caruana, Albert; Berthon, Pierre

doi:10.1108/02651339610111317

Cited by 226 publications

(189 citation statements)

References 30 publications

(39 reference statements)

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“…On the other hand, despite the increasing internationalization of firms, and increasing market integration, most of the studies on market orientation confine themselves to domestic markets (with some notable exceptions such as Selnes et al, 1996;Webster, 1994;Pitt et al, 1996). Deshpande Â and Webster (1989) have already pointed out the lack of comparative studies between countries.…”

Section: Introductionmentioning

confidence: 99%

Exploring the link between market orientation and innovation in the European and US insurance markets

Lado

Maydeu-Olivares

2001

International Marketing Review

102

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Despite the increasing research importance of market orientation in the marketing literature, few comparative studies between the European Union and the USA have been conducted. This limits the understanding of marketing orientation strategy in global markets. Investigates the influence of competitive environments on the uses of market orientation in insurance firms in the EU and the USA and the effects of market orientation on innovations. Using Lambin's conceptualization of market orientation, our results indicate that, although EU and US insurance firms analyze and react to their environment differently, which in turn is reflected in a differential impact on their degree of innovation, this, however, does not translate into overall market orientation differences across markets, differential relations across markets between overall market orientation and innovation degree and innovation performance. Furthermore, there is a positive impact of overall market orientation on insurance firms' innovation degree and innovation performance in both the US and EU markets. The managerial implications of these findings seem clear: the magnitude and the effectiveness of the innovation activities of a firm can be enhanced through the adoption of market orientation principles. IntroductionThere is a growing interest in the concept of market orientation, as empirical evidence shows that companies with higher market orientation obtain better economic and commercial results. Researchers have extensively collected evidence of the positive effect of market orientation on business performance. We have attempted to summarize these empirical results in Table I. However, it is not yet clear why there is such effect and how it operates (Lambin, 1996). The most recent literature suggests that one of the keys to understanding this phenomenon lies in market orientation's positive effect on businesses' degree of innovation

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Section: Introductionmentioning

confidence: 99%

Exploring the link between market orientation and innovation in the European and US insurance markets

Lado

Maydeu-Olivares

2001

International Marketing Review

102

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“…More specifically, the existence of appropriate organisational values as a prerequisite to marketing effectiveness has been identified, 150,151 and is at the root of the marketing orientation literature. This last body suggests clear associations between marketing orientation and performance, [152][153][154][155][156][157] although it has not answered the criticisms implied by the organisational effectiveness literature as discussed earlier.…”

Section: Internal Mediators Of Marketing Strategy Making Processesmentioning

confidence: 99%

The effectiveness of marketing strategy making processes: A critical literature review and a research agenda

Smith¹

2003

J Target Meas Anal Mark

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commonly employed non-rational processes of strategy making -that the content of strong marketing strategies is, to a useful degree, well defined by the extant literature. This content definition is useful in evaluating the outputs of marketing strategy making processes and offers a valuable alternative to attempting to correlate strategy making process with organisational outputs -the normative, prescriptive models of strategic marketing planning are not an accurate description of most practice. This suggests that, for many practitioners, the practical application of the process falls some way short of the ideal -the effectiveness of normative strategic marketing planning is contingent upon both internal and external factors, both of which are limited in INTRODUCTIONStrong marketing strategies are clearly important to the effectiveness of an organisation and so the effectiveness of marketing strategy making processes is an important consideration for both academics and practitioners. Various approaches have been made towards understanding and improving such processes. This paper attempts to synthesise these perspectives to create a more rounded and deeper understanding of how marketing strategies are made and how they might be improved. In short, the findings of this work suggest:-that rational planning processes contribute to organisational effectiveness. No reported methodology, however, is able to say more than that, and relatively little is known about the value of the more Abstract This paper contributes to the literature concerning the marketing strategy process. It reviews the extant literature in this field, drawing out areas of consensus and gaps in that literature. The principal gaps identified concern non-rational strategy making processes and the combined implications of internal and external contingencies. Using well-established theories from the sociological perspective of the organisational behaviour literature, this work proposes relevant questions for future research in this field. [16][17][18][19] This phase of research therefore concluded that the planning/performance link was in fact unproved. Further, it suggested that such a simple correlation would never be possible. Instead, the consensus of this work was that, at best, planning is only effective within a certain set of contingent conditions and that effectiveness itself was a complex construct, dependent upon the organisation's goals and situation. The third and most recent phase of this work suggests a position somewhere between the unbridled positivism of the first and the inconclusive relativism of the second. Partly, this work paralleled the development of ideas about measuring organisational performance. [20][21][22][23] Further, it reflected more sophisticated work that attempted to allow for the many contingent effects on effectiveness. [24][25][26][27][28] This work therefore considers the performance/planning link within the limits of environmental contingencies and the context of organisation specific objectives. Within those...

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“…Na grande maioria dessas propostas, a relação entre orientação para o mercado e desempenho encontrada é frequente e comprovadamente positiva (Appiah-Adu, 1998; Avlonitis & Gounaris;1997;Baker & Sinkula, 1999;Becker & Homburg, 1999;Caruana, Ramaseshan, & Ewing, 1996;Didonet, 2007;Egeren & O'Connor, 1998;Horng & Chen, 1998;Kumar, Subramanian, & Yauger, 1997;Narver & Slater, 1990;Pelham, 1997;Pelham & Wilson, 1996;Pitt, Caruana, & Berthon, 1996;Raju, Lonial, & Gupta, 1995;Slater & Narver, 1994). Nessas investigações, os resultados revelaram que a orientação para o mercado proporciona, com raras exceções, melhorias no desempenho da empresa.…”

Section: Referencial Teóricounclassified

Relações quantitativas entre orientação para o mercado, desempenho organizacional e a percepção externa de sucesso em instituições de pesquisas tecnológicas afiliadas à ABIPTI

Paim

Lara

Christino³

2011

Rev. adm. contemp.

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O tema orientação para o mercado vem ocupando posição central na teoria do marketing nas últimas décadas. A maioria dos estudos empíricos nessa área baseia-se na realidade de países industrializados e no setor empresarial. A pesquisa empírica sobre o tema voltada para as organizações que não visam necessariamente ao lucro continua limitada. Este estudo investigou a relação da orientação para o mercado com o desempenho organizacional e com a percepção externa de sucesso ou insucesso nas atividades-fim em instituições de pesquisas tecnológicas no Brasil, afiliadas à Associação Brasileira das Instituições de Pesquisas Tecnológicas (ABIPTI). Usando técnicas estatísticas uni e multivariadas, validaram-se os construtos em relação às formas de aferição utilizadas, a saber: indicadores de desempenho organizacional do prêmio de gestão ABIPTI; Escala MARKOR adaptada e validada para os propósitos do estudo e Painel de Especialistas, enquete aplicada em um conjunto de conhecedores do setor de ciência e tecnologia brasileiro. Como resultado, obtiveram-se bons índices de ajustamento para a estrutura teórica proposta e confirmaram-se todas as quatro hipóteses e três hipóteses derivadas de pesquisa testadas. Os resultados da pesquisa demonstraram que a orientação para o mercado das instituições de pesquisas tecnológicas estudadas mantém uma relação positiva e significativa com o desempenho organizacional das mesmas instituições; tal associação é nitidamente perceptível por um conjunto de especialistas no setor de Ciência & Tecnologia brasileiro e externo àquelas instituições, ao avaliarem quão bem-sucedidas, ou não tão bem-sucedidas, são as mesmas instituições no desempenho de suas atividades-fim.

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Market orientation and business performance: some European evidence

Abstract: The authors acknowledge the help of Moira Ferry in collecting the Maltese data. The helpful comments of two anonymous IMR reviewers and Angela Rushton are acknowledged. All errors and omissions remain our own.

Cited by 226 publications

References 30 publications

Exploring the link between market orientation and innovation in the European and US insurance markets

Exploring the link between market orientation and innovation in the European and US insurance markets

The effectiveness of marketing strategy making processes: A critical literature review and a research agenda

Relações quantitativas entre orientação para o mercado, desempenho organizacional e a percepção externa de sucesso em instituições de pesquisas tecnológicas afiliadas à ABIPTI

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