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 language | English (US) |
|---|---|
| Pages (from-to) | 25-39 |
| Number of pages | 15 |
| Journal | Journal of Marketing |
| Volume | 66 |
| Issue number | 4 |
| DOIs | |
| State | Published - Oct 2002 |
| Externally published | Yes |
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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 journal › Article
}
TY - JOUR
T1 - Market orientation and alternative strategic orientations
T2 - A longitudinal assessment of performance implications
AU - Noble, Charles H.
AU - Sinha, Rajiv K.
AU - Kumar, Ajith
PY - 2002/10
Y1 - 2002/10
N2 - 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.
AB - 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.
UR - http://www.scopus.com/inward/record.url?scp=0036811941&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=0036811941&partnerID=8YFLogxK
U2 - 10.1509/jmkg.66.4.25.18513
DO - 10.1509/jmkg.66.4.25.18513
M3 - Article
AN - SCOPUS:0036811941
VL - 66
SP - 25
EP - 39
JO - Journal of Marketing
JF - Journal of Marketing
SN - 0022-2429
IS - 4
ER -