The Experts below are selected from a list of 57810 Experts worldwide ranked by ideXlab platform
Aviv Shoham - One of the best experts on this subject based on the ideXlab platform.
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Market Orientation and performance a meta analysis
Marketing Intelligence & Planning, 2005Co-Authors: Aviv Shoham, Gregory M. Rose, Fredric KroppAbstract:Purpose – To assess quantitatively the impact of Market Orientation on the performance of the firm. While much empirical work has centered on Market Orientation, the generalizability of its impact on performance has been under‐researched.Design/methodology/approach – A substantive meta‐analysis quantitatively summarizes the results of empirical studies of the direct and indirect impact of Market Orientation on three outcomes. A second, methodological meta‐analysis assessed the influence of methodological variables on explained variance in performance.Findings – The direct, indirect, and total impacts of Market Orientation on performance were all significant. Additionally, the geographic location of the study and the performance measure used (but not the scale) affected explained variance.Research limitations/implications – First, across study contexts, Market Orientation affects performance. Second, its impact might be stronger than previously thought due to the indirect paths not considered in previous r...
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Market Orientation and performance: a meta‐analysis
Marketing Intelligence & Planning, 2005Co-Authors: Aviv Shoham, Gregory M. Rose, Fredric KroppAbstract:Purpose – To assess quantitatively the impact of Market Orientation on the performance of the firm. While much empirical work has centered on Market Orientation, the generalizability of its impact on performance has been under‐researched.Design/methodology/approach – A substantive meta‐analysis quantitatively summarizes the results of empirical studies of the direct and indirect impact of Market Orientation on three outcomes. A second, methodological meta‐analysis assessed the influence of methodological variables on explained variance in performance.Findings – The direct, indirect, and total impacts of Market Orientation on performance were all significant. Additionally, the geographic location of the study and the performance measure used (but not the scale) affected explained variance.Research limitations/implications – First, across study contexts, Market Orientation affects performance. Second, its impact might be stronger than previously thought due to the indirect paths not considered in previous r...
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Export performance and Market Orientation: establishing an empirical link
Journal of Business Research, 2002Co-Authors: Gregory M. Rose, Aviv ShohamAbstract:Abstract This study examines the export performance consequences of a Market Orientation and the potential moderating impact of the competitive, technological, and Market environment. Market Orientation was positively related to three dimensions of export performance: change in export sales, export profits, and change in export profits. The impact of Market Orientation on export profits and change in export profits was stronger in a technologically turbulent environment. Overall, this study synthesizes two important streams of research, assesses the moderating impact of the environment, and empirically establishes a relation between Market Orientation and export performance.
Gregory M. Rose - One of the best experts on this subject based on the ideXlab platform.
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Market Orientation and performance a meta analysis
Marketing Intelligence & Planning, 2005Co-Authors: Aviv Shoham, Gregory M. Rose, Fredric KroppAbstract:Purpose – To assess quantitatively the impact of Market Orientation on the performance of the firm. While much empirical work has centered on Market Orientation, the generalizability of its impact on performance has been under‐researched.Design/methodology/approach – A substantive meta‐analysis quantitatively summarizes the results of empirical studies of the direct and indirect impact of Market Orientation on three outcomes. A second, methodological meta‐analysis assessed the influence of methodological variables on explained variance in performance.Findings – The direct, indirect, and total impacts of Market Orientation on performance were all significant. Additionally, the geographic location of the study and the performance measure used (but not the scale) affected explained variance.Research limitations/implications – First, across study contexts, Market Orientation affects performance. Second, its impact might be stronger than previously thought due to the indirect paths not considered in previous r...
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Market Orientation and performance: a meta‐analysis
Marketing Intelligence & Planning, 2005Co-Authors: Aviv Shoham, Gregory M. Rose, Fredric KroppAbstract:Purpose – To assess quantitatively the impact of Market Orientation on the performance of the firm. While much empirical work has centered on Market Orientation, the generalizability of its impact on performance has been under‐researched.Design/methodology/approach – A substantive meta‐analysis quantitatively summarizes the results of empirical studies of the direct and indirect impact of Market Orientation on three outcomes. A second, methodological meta‐analysis assessed the influence of methodological variables on explained variance in performance.Findings – The direct, indirect, and total impacts of Market Orientation on performance were all significant. Additionally, the geographic location of the study and the performance measure used (but not the scale) affected explained variance.Research limitations/implications – First, across study contexts, Market Orientation affects performance. Second, its impact might be stronger than previously thought due to the indirect paths not considered in previous r...
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Export performance and Market Orientation: establishing an empirical link
Journal of Business Research, 2002Co-Authors: Gregory M. Rose, Aviv ShohamAbstract:Abstract This study examines the export performance consequences of a Market Orientation and the potential moderating impact of the competitive, technological, and Market environment. Market Orientation was positively related to three dimensions of export performance: change in export sales, export profits, and change in export profits. The impact of Market Orientation on export profits and change in export profits was stronger in a technologically turbulent environment. Overall, this study synthesizes two important streams of research, assesses the moderating impact of the environment, and empirically establishes a relation between Market Orientation and export performance.
Fredric Kropp - One of the best experts on this subject based on the ideXlab platform.
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Market Orientation and performance a meta analysis
Marketing Intelligence & Planning, 2005Co-Authors: Aviv Shoham, Gregory M. Rose, Fredric KroppAbstract:Purpose – To assess quantitatively the impact of Market Orientation on the performance of the firm. While much empirical work has centered on Market Orientation, the generalizability of its impact on performance has been under‐researched.Design/methodology/approach – A substantive meta‐analysis quantitatively summarizes the results of empirical studies of the direct and indirect impact of Market Orientation on three outcomes. A second, methodological meta‐analysis assessed the influence of methodological variables on explained variance in performance.Findings – The direct, indirect, and total impacts of Market Orientation on performance were all significant. Additionally, the geographic location of the study and the performance measure used (but not the scale) affected explained variance.Research limitations/implications – First, across study contexts, Market Orientation affects performance. Second, its impact might be stronger than previously thought due to the indirect paths not considered in previous r...
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Market Orientation and performance: a meta‐analysis
Marketing Intelligence & Planning, 2005Co-Authors: Aviv Shoham, Gregory M. Rose, Fredric KroppAbstract:Purpose – To assess quantitatively the impact of Market Orientation on the performance of the firm. While much empirical work has centered on Market Orientation, the generalizability of its impact on performance has been under‐researched.Design/methodology/approach – A substantive meta‐analysis quantitatively summarizes the results of empirical studies of the direct and indirect impact of Market Orientation on three outcomes. A second, methodological meta‐analysis assessed the influence of methodological variables on explained variance in performance.Findings – The direct, indirect, and total impacts of Market Orientation on performance were all significant. Additionally, the geographic location of the study and the performance measure used (but not the scale) affected explained variance.Research limitations/implications – First, across study contexts, Market Orientation affects performance. Second, its impact might be stronger than previously thought due to the indirect paths not considered in previous r...
Lloyd C. Harris - One of the best experts on this subject based on the ideXlab platform.
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Market Orientation and retail operatives' expectations
Journal of Business Research, 2002Co-Authors: Nigel F. Piercy, Lloyd C. Harris, Nikala LaneAbstract:Abstract Market Orientation, and particularly the link with business performance, has been widely studied using the new measurement systems emerging in the 1990s. However, few successful efforts have been made to evaluate the impact of Market Orientation on operational employee characteristics or behavior. An exploratory study of Market Orientation in UK retail companies, grounded in case study research, adopts a novel survey design that compares managerial perceptions of Market Orientation with operational employee beliefs and attitudes. The study highlights an important issue neglected in the existing literature — the impact of enhanced employee expectations about management behavior in Market-oriented companies and the influence on employee behavior of the confirmation or disconfirmation of those expectations by management. We suggest that it is the neglect of this intervening variable that has partly confounded attempts to demonstrate a clear positive relationship between Market Orientation and operational employee characteristics, such as morale, job satisfaction, and retention. The findings show that employees in Market-oriented companies are aware of service and quality imperatives, but report little of the changes in their job attitudes in terms of motivation, team spirit, or autonomy in the workplace, that are predicated by the literature. These findings offer several new insights and identify important directions for executives and Marketing scholars in addressing the Market Orientation issue.
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The organizational barriers to developing Market Orientation
European Journal of Marketing, 2000Co-Authors: Lloyd C. HarrisAbstract:Although there has been much academic discussion of employee behaviours as potential barriers to Market Orientation, comparatively little attention has been focused on organizational barriers to Market Orientation. No single study has undertaken a holistic review of structural, strategic and systems impediments. The aim of this paper is to extend and synthesize existing research into the obstacles to Market Orientation by performing a holistic analysis of the organizational characteristics which influence the extent of Market Orientation in an organization. This paper begins with a brief review of existing research into the barriers to developing Market Orientation. After a discussion of research design and methodology, the summary findings of three in‐depth case studies are presented and eight hypotheses are forwarded. Thereafter, the results of a survey of organizational barriers to Market Orientation are presented and the findings are discussed. The paper concludes with a number of implications for both strategic Marketing and management theory and practice.
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Barriers to Market Orientation: the view from the shopfloor
Marketing Intelligence & Planning, 1998Co-Authors: Lloyd C. HarrisAbstract:Marketing theorists and practitioners have for many years extolled the need for and the value of developing a concept which has become known as a “Market Orientation”. Indeed, since the early 1950s a variety of researchers have argued that a Market Orientation is frequently associated with high levels of performance. However, despite the widespread acceptance of the merits of a Market Orientation, researchers have found comparatively low levels of adoption within British industry. The relatively limited extent of Market Orientation development is possibly explained through the findings of a number of studies which conclude that a wide range of organizational barriers impede Market Orientation. However, this paper argues that extant research into the barriers to Market Orientation is frequently restricted by the explicit concentration on management‐level barriers to the detriment of shopfloor‐derived impediments. Hence, via the exploratory case study of two retailing organizations, a typology of the barriers to Market Orientation development at the shopfloor level is presented. Implications for theorists and practitioners are identified and an action plan discussed.
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Benchmarking against the theory of Market Orientation
Management Decision, 1996Co-Authors: Lloyd C. HarrisAbstract:The 1990s have seen a flurry of academic and practitioner interest in Market Orientation as a business philosophy. However, despite theoretical advances in models of Market Orientation, the development of Market Orientation still remains a significant problem for executives. Critically reviews the Jaworski and Kohli model of Market Orientation. Reviews Jaworski and Kohli’s consequences and antecedents to Market Orientation, develops managerial implications and forwards a management agenda.
Shahid N. Bhuian - One of the best experts on this subject based on the ideXlab platform.
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Market Orientation and Nonprofit Organizations
Journal of Nonprofit & Public Sector Marketing, 1993Co-Authors: Van R. Wood, Shahid N. BhuianAbstract:This paper discusses the concept of Market Orientation within the context of nonprofit organizations. Three elements of Market Orientation-Market intelligence, intelligence dissemination, and responsiveness-are examined for their association with performance in nonprofit organizations. A conceptual framework is developed which identifies select senior management characteristics, organizational characteristics, and external factors as key determinants of Market Orientation and subsequent performance of nonprofit organizations. In all, fourteen propositions are advanced for future research. This conceptual work posits that nonprofit decision makers can create a Market Orientation by focusing on specific organizational and senior management characteristics, and adapting to certain external factors. The ultimate objective is to achieve and sustain organizational performance.
