Market Orientation: Antecedents and Consequences

Journal of Marketing - Tập 57 Số 3 - Trang 53-70 - 1993
Bernard J. Jaworski1, Ajay K. Kohli2
1Associate Professor in the Department of Marketing at the Karl Eller Graduate School of Management, University of Arizona, Tucson and currently Visiting Associate Professor, Harvard Business School.
2Associate Professor in the Department of Marketing Administration, College of Business Administration, University of Texas—Austin.

Tóm tắt

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.

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Thông tin xuất bản

Journal of Marketing

Tập 57 Số 3

53-70

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