The market orientation–performance relationship in the context of a developing economy

Subramanian, Ram; Gopalakrishna, Pradeep

doi:10.1016/s0148-2963(99)00109-5

Cited by 151 publications

(95 citation statements)

References 32 publications

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“…The study further reveals that competitive hostility, suppliers' power and market turbulence did not moderate the market orientation-performance relationship [5].…”

Section: The Market Orientation -Performance Relationship In the Contmentioning

confidence: 76%

How Competition Drives Business to Disarray??

Hegde¹

2017

IJMS

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Abstract'Competition brings the best out' is an adage. We have had instances wherein few businesses benefitted from the intense competition, few acquired a gradual death and few an instant death. Today, competition has not gone well with many companies, who eventually failed to turn it in their favour. But, consumers surely have had a sweet bite in majority of the cases. This research article brings out the truth about the competition; how companies take competition, how is their preparedness to tackle competition, what an intense competition is likely to cause. Nowadays average firms react sharply to the competition. "The granddaddy of all mistakes is competing to be the best, going down the same path as everybody else and thinking that somehow you can achieve better results", says Michael Porter in his book "Essential Guides to Competition and Strategy". Firms tend to be reactive and act instantly while dealing with competition. They formulate strategies to garner immediate increase in sales, thereby compromising on fundamentals. If they do so, their ideology suffers, the principles on which they are built shatter. The infrastructure might start collapsing, resulting in betrayal of customers' trust in the long run. The research article examines various strategies used by two different firms and the results obtained thereafter. Firms have traditionally treated the strategies as the function of competition. The outcome of such strategies followed in line with the competition is unsettled results, inconsistent performances, loss of market share, etc. This cannot be substituted with disruptive approach for the very reason of it being unsustainable.

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“…The study further reveals that competitive hostility, suppliers' power and market turbulence did not moderate the market orientation-performance relationship [5].…”

Section: The Market Orientation -Performance Relationship In the Contmentioning

confidence: 76%

How Competition Drives Business to Disarray??

Hegde¹

2017

IJMS

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“…Teoria de importância inconteste no panorama do marketing nos últimos quinze anos, a orientação para o mercado constrói sólido edifício conceitual a partir da década de noventa. Nesse contexto, tem sua relação com a performance investigada de forma exaustiva em inúmeros estudos nos mais diversos ambientes e condições, os quais apontam quase que invariavelmente para uma correlação positiva entre os dois construtos (NARVER; SLATER, 1990;PITT, CARUANA;BERTHON, 1996;AVLONITIS;GOUNARIS, 1997;BHUIAN, 1998;SUBRAMANIAN;GOPALAKRISHNA, 2001;MENNA, 2001;GAVA, 2007;GAVA;SILVEIRA, 2007). Mais recentemente, estudos descritivos (LANGERAK, 2002) e meta-analíticos (CANO; CARRILLAT; , não obstante corroborem a correlação aludida, citam inúmeras pesquisas em que a mesma não apresentou significância, bem como a intensa variabilidade dos resultados.…”

Section: A Abordagem Market-drivenunclassified

As abordagens market-driven e market-driving de orientação para o mercado e inovação: proposição de um modelo integrado

Vieira

Zancan

2011

REAd. Rev. eletrôn. adm. (Porto Alegre)

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INTRODUÇÃOEm quase duas décadas de intensa pesquisa, o tema de Orientação para o Mercado consubstanciou-se em um campo teórico de inegável desenvolvimento. Nesse contexto, observações sobre o relacionamento entre uma postura de 'orientação e um conseqüente desempenho' superior firmaram-se como o objetivo precípuo das investigações na área.Durante o desenvolver desse relacionamento, direcionamentos recentes da teoria de orientação para o mercado têm apontado para a natureza eminentemente reativa das estratégias relacionadas. Argumenta-se que a abordagem tradicional -market-driven -seja excessivamente determinista e de forte conotação adaptativa perante o ambiente externo.Assim, essa visão passa a ser complementada por uma nova perspectiva -market-drivingpressupondo a possibilidade de que as estruturas e o comportamento do mercado possam ser modelados pelas organizações.Entretanto, ainda são incipientes os esforços na construção de um modelo de referência que possa nortear futuras pesquisas no âmbito dessas duas estratégias em conjunto.É nessa problemática que se insere o objetivo do presente trabalho, em vistas de apresentar

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“…또한 시장지향성의 하부구성요소로써 고객 지향성과 경쟁자 지향성 등으로 구분하고 있다. 고객지향성은 고객의 욕구에 맞춰 고객에게 가치를 제 공하는 것을 말하여, 경쟁자 지향성은 경쟁자의 행동을 지속적으로 분석하여 경쟁자의 위협에 대응하는 기업 의 성향을 말한다 [24]. 결국, 시장지향성은 기업으로 하여금 다양한 환경의 변화를 신속히 이해하고 새로운 변화에 적절히 대응할 수 있게 한다 [17].…”

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“…결국, 시장지향성은 기업으로 하여금 다양한 환경의 변화를 신속히 이해하고 새로운 변화에 적절히 대응할 수 있게 한다 [17]. 시장지향성의 차원은 고객지향성, 경쟁자 지향성, 부 서 간 협력등 3가지 행동적 요소로 구성되어 있으며, 고객들에게 우수한 가치를 가장 효과적이고 효율적으 로 가능하도록 하는 기업의 문화이다 [24]. 이러한 시 장지향성의 기업문화는 결과적으로 우수한 가치를 제 공하는 과정에서 필요한 조직구성원들의 행위를 유발 시키는 역할을 담당하고 있다 [12] [24].…”

unclassified

“…시장지향성의 차원은 고객지향성, 경쟁자 지향성, 부 서 간 협력등 3가지 행동적 요소로 구성되어 있으며, 고객들에게 우수한 가치를 가장 효과적이고 효율적으 로 가능하도록 하는 기업의 문화이다 [24]. 이러한 시 장지향성의 기업문화는 결과적으로 우수한 가치를 제 공하는 과정에서 필요한 조직구성원들의 행위를 유발 시키는 역할을 담당하고 있다 [12] [24]. 따라서 이러한 시장지향성이 갖는 특성은 지식의 흡수능력 간의 관계 가 있다 [11].…”

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A Study on the Effects of Market and Technological Orientation of Manufacturing Companies upon Absorptive Capacities and Product Development Performance

Chen²

2014

Journal of the Korea Safety Management and Science

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The present study is aimed at examining in multilateral ways the structural relationship among technological orientation, market orientation and product development performance of manufacturing companies, which are deemed to be key factors for them to increase absorptive capacities. From the study, it was revealed that: First, in terms of the relationship between market orientation and absorptive capacities, it was made clear by the analysis that the market orientation sought after by manufacturing companies has influence upon their absorptive capacities. Second, with regard to the relationship between technological orientation and absorptive capacities of manufacturing companies, the analysis found that the technological orientation pursued by them affects their absorptive capacities. Third, as for the relationship between absorptive capacities and product development performance, the analysis made it clear that the absorptive capacities of manufacturing companies exerts influence upon their product development performance. Fourth, in respect to the relationship between market orientation and product development performance, it was concluded from the analysis that market orientation produces effect upon product development performances like technological innovation and acquisition of new technologies needed for product development. Finally, regarding the relationship between technological orientation and product development performance of manufacturing companies, it became obvious from the analysis that the technological orientation affects the product development performance.

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The market orientation–performance relationship in the context of a developing economy

Cited by 151 publications

References 32 publications

How Competition Drives Business to Disarray??

How Competition Drives Business to Disarray??

As abordagens market-driven e market-driving de orientação para o mercado e inovação: proposição de um modelo integrado

A Study on the Effects of Market and Technological Orientation of Manufacturing Companies upon Absorptive Capacities and Product Development Performance

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