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Article
Publication date: 25 October 2022

Gavriel Dahan and Aviv Shoham

The aim of this study is to examine the effect of strategic orientations on firm performance moreover, to assess the role of environmental munificence as a moderator for…

Abstract

Purpose

The aim of this study is to examine the effect of strategic orientations on firm performance moreover, to assess the role of environmental munificence as a moderator for the link between strategic orientations and firm performance.

Design/methodology/approach

This study designed as quantitative research method. Data were collected by structured questionnaire and included 185 managers from various industries in Israel. The analysis of this study was done by Smart PLS-SEM 3 software. Based on the resource-based view (RBV) of the firm, the authors view departmental characteristics (conflicts and connectedness) as antecedents of strategic orientations (customer and competitor). These, in turn, affect firm performance, defined here with two facets: behavioral (team spirit and commitment) and bottom-line performance.

Findings

The analysis results show that customer and competitor orientations affect bottom-line performance. However, only customer orientation affected team spirit and employee commitment. Finally, environmental munificence had a limited moderation role, affecting the relationship between competitor orientation and between behavioral outcomes (team spirit and commitment).

Originality/value

This study defining the importance of firm's strategic orientations as key capabilities for achieving competitive advantage.

Details

Journal of Strategy and Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1755-425X

Keywords

Book part
Publication date: 20 January 2014

Jorge F. B. Lengler, Carlos M. P. Sousa and Catarina Marques

Despite some attempts to integrate the market orientation construct into the international marketing area, most conceptual and empirical studies have been conducted in the…

Abstract

Despite some attempts to integrate the market orientation construct into the international marketing area, most conceptual and empirical studies have been conducted in the context of domestic operations. To address this gap we examine whether competitive intensity moderates the relationships among the components of market orientation and export performance. Data was used from 197 Brazilian export companies. Results suggest that interfunctional coordination enhances customer and competitor orientation. Moreover, customer orientation has no direct effect on export performance, while competitor orientation has a positive effect on firm’s international performance. Findings also indicate that competitive intensity moderates all the relationships tested in the model.

Details

International Marketing in Rapidly Changing Environments
Type: Book
ISBN: 978-1-78190-896-9

Keywords

Book part
Publication date: 29 January 2018

Gábor Nagy, Carol M. Megehee and Arch G. Woodside

The study here responds to the view that the crucial problem in strategic management (research) is firm heterogeneity – why firms adopt different strategies and…

Abstract

The study here responds to the view that the crucial problem in strategic management (research) is firm heterogeneity – why firms adopt different strategies and structures, why heterogeneity persists, and why competitors perform differently. The present study applies complexity theory tenets and a “neo-configurational perspective” of Misangyi et al. (2016) in proposing complex antecedent conditions affecting complex outcome conditions. Rather than examining variable directional relationships using null hypotheses statistical tests, the study examines case-based conditions using somewhat precise outcome tests (SPOT). The complex outcome conditions include firms with high financial performances in declining markets and firms with low financial performances in growing markets – the study focuses on seemingly paradoxical outcomes. The study here examines firm strategies and outcomes for separate samples of cross-sectional data of manufacturing firms with headquarters in one of two nations: Finland (n = 820) and Hungary (n = 300). The study includes examining the predictive validities of the models. The study contributes conceptual advances of complex firm orientation configurations and complex firm performance capabilities configurations as mediating conditions between firmographics, firm resources, and the two final complex outcome conditions (high performance in declining markets and low performance in growing markets). The study contributes by showing how fuzzy-logic computing with words (Zadeh, 1966) advances strategic management research toward achieving requisite variety to overcome the theory-analytic mismatch pervasive currently in the discipline (Fiss, 2007, 2011) – thus, this study is a useful step toward solving the crucial problem of how to explain firm heterogeneity.

Details

Improving the Marriage of Modeling and Theory for Accurate Forecasts of Outcomes
Type: Book
ISBN: 978-1-78635-122-7

Keywords

Article
Publication date: 15 December 2021

Clare D'souza, Marthin Nanere, Malliga Marimuthu, Mokhamad Arwani and Ninh Nguyen

Despite the theoretical advancements of market orientation and firm performance, there is a paucity of research regarding SMEs in Indonesia. Customer and competitor

Abstract

Purpose

Despite the theoretical advancements of market orientation and firm performance, there is a paucity of research regarding SMEs in Indonesia. Customer and competitor orientation were examined as two distinct constructs as per the literature, as it has been questioned for its robustness. They have been used synonymously, even though customer orientation is operationalised as a component of a market orientation construct. There is support for the argument from a theoretical point of view to keep customer orientation and competitor orientation separate. The objective of this research was to empirically test market orientation concepts on firm performance and assessing customer and competitor orientation separately. Furthermore, it also tests whether innovation plays a mediating role.

Design/methodology/approach

A sample of 309 small and medium-sized firms was found eligible for this study. Structural Equation Modelling was used to analyze the data. A multi-industry sample of firms was used to strengthen the generalisability of the results. The sample was acquired from two databases of SMEs directory in Kudus and Pati, East Java Indonesia, participants were randomly selected.

Findings

The findings show that innovation mediates the relationship between competitor orientation and firm performance, while competitor orientation had no significant relationship with firm performance. Customer orientation was found to positively influence firm performance.

Originality/value

The role of innovation as a mediator within SMEs in a developing country opens up avenues for further research among other developing countries. By examining both the concepts of customer and competitor orientation separately and establishing relationships, we validate support for this argument both from a methodological and theoretical point of view.

Details

Asia Pacific Journal of Marketing and Logistics, vol. 34 no. 10
Type: Research Article
ISSN: 1355-5855

Keywords

Article
Publication date: 16 August 2013

Stanley Kam Sing Wong and Canon Tong

The question of R&D and marketing cooperation (RMC) in new product development (NPD) is of increasing relevance. However, it is unclear whether RMC really leads to new…

1261

Abstract

Purpose

The question of R&D and marketing cooperation (RMC) in new product development (NPD) is of increasing relevance. However, it is unclear whether RMC really leads to new product success (NPS) and whether and to what extent other elements of market orientation (MO) impact on NPS and the RMC‐NPS relationship. The purpose of this paper is to shed light on this important question and to verify the existence and degree of direct and indirect causalities between the core elements of MO and NPS.

Design/methodology/approach

An empirical study has been carried out to test the conceptual framework and the five hypotheses developed based on seminal literature. The conceptual framework and hypotheses are tested using both SEM and regression methods with survey data from 217 respondents from the electronics industry in China.

Findings

The results demonstrate that RMC has a significant and positive influence on NPS. The results on customer orientation support previous findings and the research offers interesting insights with respect to the role of customer orientation in NPD. While results from SEM analysis reject the hypothesized direct effect of competitor orientation on NPS and the predicted mediating effect of competitor orientation on the RMC‐NPS link, results from regression analysis, however, suggest otherwise.

Practical implications

The results of the research help to assure practitioners of the primacy role of RMC in NPD and the positive effects of customer orientation on NPS. Such findings should enable NPD team leaders to make best possible decisions in allocating resources among competing priorities. Divergent results on the effects of competitor orientation on NPS and the RMC‐NPS link remind practitioners that knowing the assumptions behind an analysis is actually a precondition for correctly assessing and implementing the results of any research.

Originality/value

Results of the study will fill a research gap in marketing studies which have largely neglected the interplay among the three core elements of MO and the mediating effects, individual and combined, of customer and competitor orientations on the RMC‐NPS link. Divergent findings derived from the use of two different analysis tools yield new insights to both academics and practitioners and may warrant further investigation.

Details

Journal of Business & Industrial Marketing, vol. 28 no. 7
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 6 September 2013

Jorge Francisco Lengler, Carlos M.P. Sousa and Catarina Marques

Despite some attempts to integrate the market orientation construct into the international marketing area, most conceptual and empirical studies have been conducted in the…

1751

Abstract

Purpose

Despite some attempts to integrate the market orientation construct into the international marketing area, most conceptual and empirical studies have been conducted in the context of domestic operations. In addition, few studies have examined the quadratic effects of customer and competitor orientation on export performance. To address this gap in the literature we test a model that examines whether customer and competitor orientation have linear or quadratic relationships with export performance. We also investigate if competitive intensity moderates the linear and quadratic relationships between customer and competitor orientation and export profit.

Design/methodology/approach

The hypotheses are tested using survey data collected from 197 Brazilian export firms. Structural equation modeling was conducted to test the hypothesized relationships and to validate the proposed conceptual model.

Findings

Empirical evidence reveals that, while customer orientation has a U‐shaped relationship with export sales, the competitor orientation–export profit relationship is linear. Our results also provide evidence that the positive quadratic relationship between customer orientation and export profit is mediated by export sales. Contrary to expectations, the results also indicate that none of the linear or quadratic relationships investigated in the model are moderated by competitive intensity.

Originality/value

We test a model in an export context that examines whether the relationships between the separate components of market orientation and export performance are linear or quadratic. We also contribute to the literature by examining these relationships in the context of a developing country, namely Brazil.

Details

International Marketing Review, vol. 30 no. 5
Type: Research Article
ISSN: 0265-1335

Keywords

Article
Publication date: 29 May 2009

Hans Eibe Sørensen

This paper aims to investigate whether it is meaningful to decompose market orientation into customer orientation and competitor orientation, and what possible…

9423

Abstract

Purpose

This paper aims to investigate whether it is meaningful to decompose market orientation into customer orientation and competitor orientation, and what possible implications this decomposition may have for researchers and business practitioners.

Design/methodology/approach

Through a review of existing market orientation research, two of its salient dimensions, customer orientation and competitor orientation, are theoretically investigated. Then, two symmetric component measures are developed and tested on 308 manufacturing firms in a cross‐sectional questionnaire survey, supplemented with census data.

Findings

Empirical evidence reveals that, while competitor orientation is positively related to a firm's market share, a customer orientation is detrimental to a firm's return on assets for firms in less competitive environments.

Research limitations/implications

The study advocates moving beyond “global” measures of market orientation and focusing on symmetric component measures of customer orientation and competitor orientation when investigating a firm's performance differentials. The study's cross‐sectional setting limits inference about causality among the constructs.

Practical implications

Customer versus competitor orientation appears to be contingent on a firm's competitive environment, which indicates that market orientation and its components are not necessarily equally relevant for firms with different strategies and in different environments.

Originality/value

The paper introduces and empirically tests two novel symmetric component measures of customer orientation and competitor orientation. Academicians are provided with insights with respect to the content and symmetry of component measures of the market orientation construct and their relation to firm performance. Furthermore, business practitioners are given a more solid foundation for better allocation of resources to their customer and competitor‐oriented activities.

Details

European Journal of Marketing, vol. 43 no. 5/6
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 2 March 2015

Chiquan Guo and Yong Wang

This paper aims to examine how the three market orientation components (customer orientation, competitor orientation and interfunctional coordination) influence industrial…

3174

Abstract

Purpose

This paper aims to examine how the three market orientation components (customer orientation, competitor orientation and interfunctional coordination) influence industrial manufacturers’ customer relationship management outcomes in a business-to-business (B2B) context.

Design/methodology/approach

In linking market orientation components and their relationship outcomes, the authors examined the moderating effect of interfunctional coordination. The model was tested using data collected from 279 manufacturing firms in the USA.

Findings

While customer orientation and competitor orientation both influence customer relationship outcomes, interfunctional coordination does not. However, interfunctional coordination lessens the positive relationships between customer orientation and customer retention as well as between competitor orientation and customer satisfaction. Although competitor orientation has a slightly stronger impact on customer satisfaction than customer orientation does, it only has an indirect relationship with customer retention through customer satisfaction.

Originality/value

The findings illustrated the effects of the three components of market orientation on customer relationship outcomes within manufacturing-centered firms, and provided managerial implications to industrial manufacturers on market orientation implementation strategies in regard to successful B2B customer relationship management.

Details

Journal of Business & Industrial Marketing, vol. 30 no. 2
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 20 January 2012

Stanley Kam Sing Wong and Canon Tong

This research seeks to investigate key determinants of new product success (NPS) from the perspective of new product development (NPD) team leaders in the electronics…

4087

Abstract

Purpose

This research seeks to investigate key determinants of new product success (NPS) from the perspective of new product development (NPD) team leaders in the electronics industry in China. A model is proposed investigating the interplay among elements of market orientation and the moderating effects of customer and competitor orientations on the relationship between R&D‐Marketing cooperation and NPS.

Design/methodology/approach

Data were collected from 217 respondents to an online questionnaire that had been sent to 3,000 potential participants randomly selected from electronics firms across China. Regression analysis was used to analyse the data.

Findings

Results from the research support the hypotheses that NPS is driven by R&D‐Marketing cooperation, customer and competitor orientations. Also, the association between R&D‐Marketing cooperation and NPS is moderated by customer and competitor orientations.

Practical implications

This research confirms the positive role that R&D‐Marketing cooperation plays in NPS and the moderating effects of customer and competitor orientations on the association between R&D‐Marketing cooperation and NPS. The findings are of relevance to management practitioners as developing successful new products has become an ever more pressing issue in the wake of rising labour cost and increasing market competition.

Originality/value

Previous NPD literature has focused primarily on NPD activities in Western and developed countries. This research fills the research gap by identifying the empirical links between R&D‐Marketing cooperation and NPS. It is the first to examine the moderating effects of customer and competitor orientations in the relationship between R&D‐Marketing cooperation and NPS of electronics firms in China.

Details

European Journal of Innovation Management, vol. 15 no. 1
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 11 January 2016

Alexander Newman, Daniel Prajogo and Andrew Atherton

The purpose of this paper is to examine the effects of market orientation on exploratory and exploitative innovation, and the moderating effects of family ownership on…

1508

Abstract

Purpose

The purpose of this paper is to examine the effects of market orientation on exploratory and exploitative innovation, and the moderating effects of family ownership on these relationships.

Design/methodology/approach

This study utilizes multi-group path analysis and confirmatory factor analysis in LISREL on data from 228 firms in the Australian service sector.

Findings

This study establishes that both customer and competitor innovation are positively related to exploitative and exploratory innovation. However, customer orientation does not lead to significantly stronger effects on exploitative innovation than on exploratory innovation, and competitor orientation does not lead to significantly stronger effects on exploratory innovation than on exploitative innovation. In addition, the study found that the relationship between customer orientation and exploratory innovation was stronger for family firms, while the relationships between competitor orientation and both exploratory and exploitative innovation were stronger for non-family firms.

Research limitations/implications

The cross-sectional design is one weakness of this study. In addition, as firms in the present study came from the service sector the generalizability of the findings to other sectors of the economy need to be determined.

Practical implications

These findings of this study highlight the need for managers to build a strong market orientation in order to promote innovation, and consider the effects of ownership structure on innovation strategies.

Originality/value

This study is the first to measure the relative influence of customer and competitor orientation on a firm’s use of exploitative and exploratory innovation strategies.

Details

Journal of Service Theory and Practice, vol. 26 no. 1
Type: Research Article
ISSN: 2055-6225

Keywords

1 – 10 of over 21000