Market Orientation and Company Performance: Empirical Evidence From UK Companies

Greenley, Gordon E.

doi:10.1111/j.1467-8551.1995.tb00082.x

Cited by 567 publications

(516 citation statements)

References 63 publications

(118 reference statements)

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“…Gatignon&Xuereb (1997) explored which of the three different strategic orientations (customer, competitive, and technological) is suitable for an enterprise. However, a significant number of research papers are related to commercial innovation and innovative performance, whereby some of them refer to the work of the following authors: Zhou et al Greenley (1995), and others. The authors who put the focus of their research on the impact of knowledge and learning orientation upon firm innovativeness are Calantone et al (2002), and Zack (1999).…”

Section: Literature Reviewmentioning

confidence: 99%

“…In addition, the findings of Atuahene-Gima (1996) fail to confirm his hypothesis that a market orientation influences service innovation performance more strongly than it influences product innovation performance. Greenley (1995) researched a relationship between market orientation and performance in the UK and found that the impact of market orientationon performance was moderated by environmental variables. Moreover, the evidence of Greenley (1995) pointed out that in certain market conditions such as highly turbulent markets, low customer power and high technological change, no advantages might occur as a result of market orientation.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Greenley (1995) researched a relationship between market orientation and performance in the UK and found that the impact of market orientationon performance was moderated by environmental variables. Moreover, the evidence of Greenley (1995) pointed out that in certain market conditions such as highly turbulent markets, low customer power and high technological change, no advantages might occur as a result of market orientation. Hurley&Hult (1998) tested a sample of 9648 employees from 56 organizations in a large agency of the U.S. federal government in order to incorporate constructs that pertain to innovation in market orientation research.…”

Section: Literature Reviewmentioning

confidence: 99%

See 2 more Smart Citations

Strategic Orientation of SMEs: Empirical Research

Minović

Lazarević-Moravčević²,

Beraha

2016

ManageFon

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Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

See 1 more Smart Citation

Strategic Orientation of SMEs: Empirical Research

Minović

Lazarević-Moravčević²,

Beraha

2016

ManageFon

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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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“…Part of the value in this picture is that we still have much debate surrounding the benefits of MO. This has helped researchers to identify factors in the MO arena that affect firm performance -firm size, value, goals; influence of external market environment (Greenley, 1995a(Greenley, , 1995b; presence or absence of market competitors, increasing knowledge and management thereof (Delbaere, Sivaramakrishnan, and Bruning, 2003), to name a few. I would kindly welcome anyone to engage in a rigorous reading of these findings.…”

Section: Market Orientation -What Is It?mentioning

confidence: 99%

Where does all the money go? An investigation of donation filtration

Shaikh

McLarney

2005

International Journal of Sociology and Social Policy

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In tro duc tionThere has been much so cial and le gal de bate over the def i ni tion of the word "charity." For some it is a path way to heaven, for oth ers, it plays a de ci sive role in anti-trust cases. Charles Dick ens wrote "Char ity be gins at home and jus tice be gins next door." Lord Macnaghten's take on the Pre am ble to the Stat ute of Eliz a beth (1601) 43 Eliz. 1, c.4 (UK), whilst con sid ered to have its lim i ta tions, is widely regarded as a use ful start ing point for a le gal def i ni tion of char ity. In Com mis sion ers for Spe cial Pur poses of the In come Tax vs. Pemsel (su pra note 2, at 583, 1891), Lord Macnaghten laid out the fol low ing clas si fi ca tions (note: not a def i ni tion) of char ity: "Char ity" in its le gal sense com prises four prin ci pal di vi sions: trusts for the relief of pov erty; trusts for the ad vance ment of ed u ca tion; trusts for the ad vancement of re li gion; and trusts for other pur poses ben e fi cial to the com mu nity; not fall ing un der any of the pre ced ing heads." (Carter, 2002, p.7) These four heads of char ity, as they have to come to be known, have taken on the sta tus of tests to see if an or ga ni sa tion mer its the ti tle of char ity and any ac com pa nying ben e fits (such as fa vour able tax sta tus). This ar ti cle at tempts to go be yond the def i ni tion of char ity and to closely ex am ine what con sti tutes the "suc cess" of a char ity. Char ity Pro filesTo en able a com par a tive study, we have cho sen three dif fer ent char i ties on three differ ent con ti nents. Be fore go ing on to com pare nu mer i cal and sub jec tive find ings, pro files of these char i ties can be found in Ta ble 1.There are hun dreds of char i ties world wide. These three char i ties were chosen to pro vide a cross sec tion of the va ri ety of char i ties that ex ist. Vary ing fac tors in clude:Op er a tional scope: We have an in ter est ing mix. One in ter na tional char ity with world wide op er a tions and al li ances with sev eral dif fer ent coun tries (ActionAid). One na tional char ity but which sends aid to other coun tries too (Edhi Foun da tion) and one na tional char ity that local ises its ef forts to its own coun try (amfAR).

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Market Orientation and Company Performance: Empirical Evidence From UK Companies

Cited by 567 publications

References 63 publications

Strategic Orientation of SMEs: Empirical Research

Strategic Orientation of SMEs: Empirical Research

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

Where does all the money go? An investigation of donation filtration

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