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.
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