Market orientation and alternative strategic orientations: A longitudinal assessment of performance implications

Charles H. Noble, Rajiv K. Sinha, Ajith Kumar

Research output: Contribution to journalArticle

497 Citations (Scopus)

Abstract

Although the merits of maintaining a market orientation have been extensively discussed in the literature, studies examining the empirical link between market orientation and performance have shown mixed results. The authors explore the relative performance effects of various dimensions of market orientation using a longitudinal approach based on letters to shareholders in corporate annual reports. Furthermore, the authors examine the relative effects of alternative strategic orientations that reflect different managerial priorities for the firm. The authors also extend previous work by considering the mediating effects of organizational learning and innovativeness on the orientation-performance relationship. The results show that firms possessing higher levels of competitor orientation, national brand focus, and selling orientation exhibit superior performance.

Original languageEnglish (US)
Pages (from-to)25-39
Number of pages15
JournalJournal of Marketing
Volume66
Issue number4
DOIs
StatePublished - Oct 2002
Externally publishedYes

Fingerprint

Market orientation
Strategic orientation
Corporate annual reports
Organizational innovativeness
Competitor orientation
Market performance
Relative performance
Mediating effect
Organizational learning
National brands
Performance orientation
Shareholders

ASJC Scopus subject areas

  • Business and International Management
  • Marketing
  • Economics and Econometrics

Cite this

Market orientation and alternative strategic orientations : A longitudinal assessment of performance implications. / Noble, Charles H.; Sinha, Rajiv K.; Kumar, Ajith.

In: Journal of Marketing, Vol. 66, No. 4, 10.2002, p. 25-39.

Research output: Contribution to journalArticle

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