Market orientation: Antecedents and consequences

• Autores: Ajay K. Kohli, Bernard Jaworski
• Localización: Journal of marketing: A quarterly publication of the american marketing association, ISSN 0022-2429, Vol. 57, Nº 3, 1993, págs. 53-70
• Idioma: inglés
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• Dialnet Métricas: 92 Citas
• Resumen

  • This research addresses three questions: (1) Why are some organizations more market-oriented than others? (2) What effect does a market orientation have on employees and business performance? (3) Does the linkage between a market orientation and business performance depend on the environmental context? The findings from two national samples suggest that a market orientation is related to top management emphasis on the orientation, risk aversion of top managers, interdepartmental conflict and connectedness, centralization, and reward system orientation. Furthermore, the findings suggest that a market orientation is related to overall (judgmental) business performance (but not market share), employees' organizational commitment, and esprit de corps. Finally, the linkage between a market orientation and performance appears to be robust across environmental contexts that are characterized by varying degrees of market turbulence, competitive intensity, and technological turbulence.