Market Orientation and Organizational Performance: Is Innovation a Missing Link?

Han, Jie; Kim, Namwoon; Srivastava, Rajendra K.

doi:10.1177/002224299806200403

Cited by 901 publications

(402 citation statements)

References 54 publications

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“…Consumers consider firms' commitment to CSR initiatives when evaluating companies and their products (Öberseder et al, 2013). Firms facing environmental volatility as a result of globalization, deregulation, new technologies, and e-commerce can demonstrate superior performance through the development of organizational competencies such as innovation (Han et al, 1998). Innovation should be a means for banks to reduce costs and risks or to provide improved services that satisfy stakeholders' demands.…”

Section: Introductionmentioning

confidence: 99%

Corporate social responsibility and service innovation on customer loyalty

Yeh

2015

International Journal of Bank Marketing

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Purpose – Customer loyalty is crucial for firms to generate positive returns. Creation of customer loyalty is a challenge for service firms because switching service firms can represent a risk. The purpose of this paper is to examine how wealth managers select and implement corporate social responsibility (CSR) and service innovation strategies to influence customer loyalty. Design/methodology/approach – A review of the related literature indicated that scant studies have determined the meanings and outcomes of CSR and service innovation. Therefore, the roles of CSR and innovation were examined in this study to evaluate how these factors affect customer loyalty in a wealth management context. The authors evaluated customer advocacy, relationship quality, and relationship value as mediating variables, and formulated six hypotheses. Data were collected using a questionnaire survey distributed to wealth management customers in Taiwan. All the hypotheses were verified using a structural equation model and data collected from the respondents. Findings – The results indicated that relationship quality and value are positively related to customer loyalty, and customer advocacy is positively related to both relationship quality and value. In addition, CSR and service innovation are positively related to customer advocacy. Research limitations/implications – This research was limited to collecting data related to specific service providers, and therefore consumers in other countries should be examined to test the robustness of the theoretical model. The results of analyses conducted on other industries and in other countries might differ. Practical implications – In the wealth management service context, CSR and service innovation capabilities contribute to customer advocacy, which can achieve superior relationship quality, relationship value, and customer loyalty. Originality/value – This paper contributes to investigations on the effect of CSR and service innovation on customer loyalty by adopting customer advocacy, relationship quality, and relationship value as mediators.

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Section: Introductionmentioning

confidence: 99%

Corporate social responsibility and service innovation on customer loyalty

Yeh

2015

International Journal of Bank Marketing

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“…The results of Tajeddini et al (2006) indicate that customer orientation, competition orientation and inter-functional coordination are each antecedents to innovativeness. Other previous studies also provided empirical evidence that market orientation facilitates organization's innovativeness (Han et al, 1998).…”

Section: K 425mentioning

confidence: 87%

“…However, various authors affirm that this relationship is through innovation (Han et al, 1998) (Constantinides and Fountain, 2008). The adoption of Web 2.0 technologies by organizations was coined as Enterprise 2.0 (McAfee, 2006).…”

Section: Literature Reviewmentioning

confidence: 99%

“…The relationship between market orientation and innovativeness have been studied by various authors (Johnson et al, 2009;Tajeddini et al, 2006;Hult et al, 2004;Han et al, 1998;Hurley and Hult, 1998). Some authors have tested the relationship using a general conceptualization of market orientation, and others have tested the three components of market orientation simultaneously.…”

Section: K 425mentioning

confidence: 99%

“…The relationship between market orientation and innovation has been previously studied by various authors (Baker and Sinkula, 1999;Han et al, 1998); however there are few authors that have included Web 2.0 adoption in this linkage.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

What are the relationships among Web 2.0, market orientation and innovativeness?

Palacios‐Marqués

Saldaña²,

Vila

2013

Kybernetes

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Purpose -Firms are adopting Web 2.0 technologies to improve collaboration, participation and communication; however there are few empirical studies testing the impact of this adoption. The purpose of this article is to analyze if there is a linkage amongst market orientation, Web 2.0 adoption and innovativeness. Design/methodology/approach -Structural equation modeling was used to test the relationships amongst the variables. A sample of 244 firms of the hospitality industry was used. The theoretical approach is based on the market orientation and innovativeness, concepts, which have been studied by various authors in the literature. Findings -A positive relationship was found between market orientation and Web 2.0 adoption and between Web 2.0 adoption and innovativeness.Research limitations/implications -The study was developed in one industry, so in order to generalize the findings, additional testing in other industries should be developed. In addition a longitudinal study is encouraged. Practical implications -Managers are advised to adopt Web 2.0 technologies to strengthen market orientation behaviors and innovativeness. Originality/value -This article empirically tested the relationship between market orientation and Web 2.0 adoption and the impact of Web 2.0 adoption on innovativeness. Although some managers and researchers have reported some positive impacts of Web 2.0 on different aspects of the organization, there are still few empirical studies, and the authors contributed to fill this void.

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Marketing Strategy

Varadarajan

2010

Wiley International Encyclopedia of Marketing

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A cursory examination of marketing literature suggests that the term marketing strategy is used in a wide variety of contexts. At one extreme, marketing strategy is broadly conceptualized as a multidimensional construct encompassing a broad array of integrated and internally consistent set of coordinated behaviors by an organization in the marketplace; that is, behaviors directed at consumers, customers, competitors, and/or other key constituencies in the marketplace. At the other extreme, narrow conceptualizations of marketing strategy essentially focus on specific aspects or subsets of the broader array of behaviors that essentially constitute an organization's marketing strategy. In multibusiness firms, the marketing strategies of individual businesses in the firm's portfolio are influenced by as well as influence the firm's corporate strategy. This article provides an overview of the scope of marketing strategy and presents a definition of marketing strategy. It also highlights the relevance of a number of other articles in this volume of the encyclopedia in the broader context of marketing strategy content and formulation process, and marketing strategy drivers and outcomes.

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Market Orientation and Organizational Performance: Is Innovation a Missing Link?

Cited by 901 publications

References 54 publications

Corporate social responsibility and service innovation on customer loyalty

Corporate social responsibility and service innovation on customer loyalty

What are the relationships among Web 2.0, market orientation and innovativeness?

Marketing Strategy

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