Unfolding the ambidextrous effects of proactive and responsive market orientation

Herhausen, Dennis

doi:10.1016/j.jbusres.2015.10.139

Cited by 106 publications

(131 citation statements)

References 37 publications

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“…Figure 2: Four approaches to current and future customer needs (from Ketchen et al, 2007) This highlights the argument that a truly market-oriented firm, as opposed to one that is merely customer-oriented, should strive to satisfy both the latent and expressed needs of their customers (Ketchen et al, 2007). Herhausen (2016) comes to a similar conclusion in finding that, not only are the performance effects from market orientation larger when a firm ambidextrously balances its levels of proactive and responsive market orientation, but they also increase as the level of the balance increases. Thus, firms achieve the greatest performance gains by simultaneously adopting proactive and responsive market orientation and striving to get both balanced on a high level (Herhausen, 2016;Ketchen et al, 2007;Tan & Liu, 2014), which can be seen in Figure 3 below.…”

Section: Ambidextrous Market Orientationmentioning

confidence: 99%

“…Furthermore, these two aspects of market orientation are complementary rather than mutually exclusive, acting as different dimensions of market-oriented behavior, meaning that they can be simultaneously adopted by a firm (see e.g. Atuahene-Gima et al, 2005;Tsai et al, 2008;Herhausen, 2016). As Kumar et al (2011) suggest, to gain the full potential benefit of market orientation, firms must find a way to apply the concept that matches their unique situation.…”

Section: How To Manage Market Strategy In Modern Markets?mentioning

confidence: 99%

“…This opened up the opportunity for a broader field of study of market orientation using proactiveness and responsiveness as two dimensions to span a broader range of market-oriented behaviors (e.g. Tsai, Chou & Kuo, 2008;Zhang & Duan, 2010;Li, Lin & Chu, 2011;Blocker et al, 2011;Bodlaj, Coenders & Zabkar, 2012;Lamore, Berkowitz & Farrington, 2013;Herhausen, 2016). Atuahene-Gima et al (2005) actually found that there were negative consequences for a firm's new product performance from combining the two aspects, but subsequent research has mostly shown positive results from simultaneously having a high proactive market orientation and a high responsive market orientation (Herhausen, 2016;see Aspara & Tikkanen, 2013, for another example of negative results).…”

Section: Ambidextrous Market Orientationmentioning

confidence: 99%

“…Kennedy, Goolsby & Arnould, 2003;van Raaij & Stoelhorst, 2008). Moreover, as previously discussed, greater proactiveness does not always lead to beneficial results (Chan, 2006), and there are costs associated with becoming more proactive that can potentially hamper firms' proactive efforts (Herhausen, 2016;March, 1991). This raises the question: What activities should a firm perform to become more proactive in its market strategies and how should they be performed?…”

Section: Introductionmentioning

confidence: 99%

“…In a market strategy context, proactiveness has been identified as an important driver of firm innovativeness (Zhang & Duan, 2010), new product success (Narver et al, 2004), customer value creation (Blocker et al, 2011) and superior business performance (Slater & Narver, 1998;Herhausen, 2016), yet little research has delved into how proactive firms gain these benefits. It is thus relatively clear that firms which are proactive in their market strategies gain benefits, but it is unclear how firms can become proactive or which of the activities they perform lead to these benefits (cf.…”

Section: Introductionmentioning

confidence: 99%

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Exploring Proactive Market Strategies : Managing the Market to Create Value

Brege

2018

Linköping Studies in Science and Technology. Licentiate Thesis

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How can firms become more successful and achieve higher business performance? How can they manage more complex and dynamic markets and maintain a high competitiveness? The answer is: through a more proactive approach to managing the market and creating customer value. This thesis explores proactive market strategies, which are firm's proactive strategies for creating, communicating, and delivering superior value to their customers, thereby achieving superior business performance. Prior literature in market orientation has touched the area of proactiveness in firms' approach to the market, but never properly defines proactiveness and lacks a clear connection to actual firm activities. Thus, in order to better understand how firms can gain the performance benefits from proactiveness, this thesis sets out to explore what proactiveness in a market-strategic context entails and what proactive activities firms perform in implementing their proactive market strategies.The research is based on two papers, each detailing one of the two complementary branches of the research. The first paper presents the conceptual work, focusing on a typology of marketoriented strategic behaviors, which are important for understanding how firms can gain the potential performance benefits of market orientation and how they can achieve behavioral fit among their activities. The second paper presents the empirical work, focusing on the qualitative case study performed and the themes of proactiveness that emerged from it. These papers are then synthesized into a holistic view of proactive market strategies in the thesis.The thesis finds that proactiveness at the firm level in a marketing context means a firm is future-oriented, initiative-taking, change-inducing, and creative. With a basis in this definition and the extensive literature on market orientation, the thesis presents conceptual developments that are important for understanding proactiveness in market strategy, such as a framework for understanding market strategies through firm activities and one for identifying and categorizing different types of proactive activities. Furthermore, the thesis gives more detailed descriptions of the case firms and how their proactive activities help them achieve success.This results in a thorough exploration of proactive market strategies, which contributes to the marketing and strategic management literatures by clearly defining proactiveness, conceptualizing and describing proactive market strategies, and delineating proactive firm activities to better understand how firms are being proactive. In doing so, the thesis provides interesting directions for future research and presents interesting implications for managerial practice. vi vii SammanfattningHur kan företag bli mer framgångsrika och uppnå högre lönsamhet och tillväxt? Hur kan de hantera mer komplexa och dynamiska marknader medan de uppehåller en hög konkurrenskraft? Svaret är: genom en mer proaktiv hållning till att hantera marknaden och skapa kundvärde. Den här avhandlingen utf...

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