Search results

The purpose of this study was to investigate the role of internal market orientation on the adoption of external market orientation among the retail banks in the United Arab Emirates (UAE). This study adds to the previous research regarding external market orientation. It also develops an empirical model on the basis of the results.

This study used a self-administered structured questionnaire to collect data from the front-line marketing and non-marketing employees from the banks. Data were collected from 98 branches of all the 49 banks that operate in the UAE. Two major emirates of the UAE, namely, Abu Dhabi and Dubai, were considered for data collection. Each bank contributed responses from a minimum of two branches, and 113 completed questionnaires were received out of 196 respondents approached for data collection. The reliability, convergent and discriminant validity issues of the data were assessed, and the results of these confirmed the appropriateness of the data used in this study.

Direct entry regression and multivariate analysis of variance were used for identifying the conclusions surrounding the hypotheses of the study. The results measured the extent of internal market orientation and employees’ organisational commitment. They both confirmed their positive role on the adoption of external market orientations among the retail banks in the UAE. The results of the study further provided evidence that once an external market orientation focus is adopted, this benefits customer loyalty and satisfaction in addition to overall positive business outcomes for the banks concerned.

The findings of this study support the theoretical arguments of the role of employees and internal market orientation on the adoption of external market orientation. This study further identifies the reason why the adoption of external market orientation is critical for the success of banks.

This paper aims to draw on a knowledge-based view to emphasize that internal technological and market knowledge is critical to developing absorptive capacity.

This is a conceptual paper, which draws on recent transformations of management practices. Thus, the paper builds on prior academic contributions.

Firms increasingly establish innovation processes that involve an active acquisition of external technologies, often through alliances and licensing. To explain differences across firms in external knowledge acquisition, marketing and product innovation researchers have recently adopted a process perspective of absorptive capacity, which refers to a firm’s ability to explore, retain and exploit external knowledge. This paper develops a conceptual framework with propositions relating technology orientation, responsive market orientation and proactive market orientation to the three process stages of absorptive capacity under different conditions of environmental dynamism.

Beyond the relevance of technology and market orientation for fostering internal innovation, this paper points to their importance for successfully acquiring external technological knowledge. In light of increasingly open innovation processes, absorptive capacity is an essential complement to internal innovation in linking technology and market orientation to firm performance.

The purpose of this study was to explore the impact of internal and external market orientations on monetary and non-monetary performances of non-conventional Islamic financial institutions. This study further aimed at proposing a conceptual framework, testing it and examining relationships among the variables.

Data for this study were collected from 132 branches of 11 non-conventional financial institutions in Bangladesh using a closed-ended questionnaire. The study considered a structural equation modeling approach for testing the proposed model. A two-step procedure was used for this purpose. First, a measurement model was analyzed through a confirmatory factor analysis; second, the structured model was evaluated to examine relationships between the constructs. Data used in this study confirmed the adequate reliability, convergent and discriminant validity.

The results of the study met the expectations and provided an evidence that both monetary and non-monetary business performances are functions of internal and external market orientations’ efforts. As the results are reported, all three components of internal market orientation, e.g. internal intelligence generation, dissemination and responsiveness, were found to be statistically significant and positively related to monetary and non-monetary performances, except internal intelligence responsiveness with employees’ team spirits. The study also revealed a significant relationship between all three external market orientation components, and business performance, except external intelligence responsiveness, was not found to have a significant relationship with team spirit and customer retention. The results, however, imply that the performance of non-conventional financial institutions is an integrated effort of both internal and external orientations rather than using a single approach.

Findings of this study support the theoretical arguments that non-conventional financial institutions can be successful in attaining all types of performances by initiating and adopting internal and external market-oriented activities. The study further argues the importance of the activities under each market orientation component and suggests non-conventional financial institutions to promote such an initiative if they are to be consistent in their performances.

This study aims to build on and extend the literature of market orientation by examining the impact of sub‐dimensions of both internal and external market orientation on financial and non‐financial performance in the local public sector context.

In line with previous studies on market orientation, a quantitative research design was adopted. The data collection was performed through a mail survey of a sample of local Portuguese public organisations (municipality executive board members). Structural equation modelling was used as a means to analyse the hypothesised relationships.

Six out of 12 hypotheses are supported. Concerning the sub‐components of external market orientation, the study finds that the dissemination and responsiveness of external information impacts strongly on non‐financial performance. In turn, external information generation and responsiveness impacts positively on financial performance. With respect to internal market orientation, results revealed a lower impact of different sub‐dimensions on performance. Specifically, the only dimension that impacts positively on organisational performance (financial and non‐financial) is internal information generation. This reinforces the view that there is a need to strengthen internal information dissemination and responsiveness to enhance organisational performance.

This paper offers original and unique findings and to the best of the authors' knowledge this research is one of the few studies addressing the role of internal and external sub‐dimensions of market orientation on performance in the local public sector. The findings of this study add weight to the recent emphasis on disaggregate approaches to (internal and external) market orientation‐performance link.

Recent research illuminates the important contribution of organizational culture and market orientation to organizational effectiveness. In an attempt to increase the conceptual and empirical body of knowledge, explores the links between organizational culture, market orientation, and marketing effectiveness in the context of strategic marketing alliances. Analyzes responses to self‐administered questionnaires returned by 128 such organizations. The findings suggest that organizational culture significantly affects marketing effectiveness, although the individual dimensions of organizational culture have varying degrees of influence upon the dimensions of marketing effectiveness. Among mechanistic or non‐adaptive cultural dimensions, increased internal culture enhances an internal market effectiveness dimension, whereas increased external culture enhances an external market effectiveness dimension. This internal/external alignment is not found for the organic or adaptive cultural dimensions. This same internal/external alignment is found, however, when examining the relationship between market orientation and market effectiveness. Internal aspects of market orientation enhance an internal market effectiveness dimension, whereas increased external orientation enhances an external market effectiveness dimension. Discusses managerial implications.

The purpose of this paper is to investigate the effects of internal marketing orientation, external marketing orientation, and subjective well-being on the affective organizational commitment of frontline employees.

Previous research was used to develop hypotheses and develop a questionnaire for this project. An online survey was completed by 108 frontline employees.

The hypothesized model of all three variables having positive effects on organization commitment was supported. Internal marketing orientation, external marketing orientation, and subjective well-being were significant predictors of affective organizational commitment.

A key limitation of this study is the cross-sectional, data collection design. A longitudinal study would allow for increased confidence when evaluating causal inferences with this type of data.

This paper identifies how managers may be able to use internal marketing orientation, external marketing orientation, and subjective well-being as potential tools to increase the affective organizational commitment of frontline employees.

This paper demonstrates the importance of subjective well-being as an important component of life for an employee and success of the organization.

This paper extends current research on affective organizational commitment by testing a new model that includes internal marketing orientation, external marketing orientation, and subjective well-being as predictor variables.

The purpose of this paper is to develop and propose an integrated model of marketing knowledge from a tacit knowledge management perspective. This paper further aims at developing a linkage between explicit knowledge perspective (internal and external marketing) and tacit knowledge orientation of an organization, leading to improved business success.

This paper develops a conceptual model showing the integration of the internal, tacit and explicit knowledge perspectives that results in improved business success. The proposed model and associated propositions are drawn from the synthesis of relevant knowledge and marketing literature.

Five major associated propositions are offered in the paper, which inform both scholars and practitioners about what constitutes a holistic market orientation and how organizations can achieve business success by adopting both an internal and external orientation to tacit and explicit knowledge management.

The model makes an original contribution to theoretical and organizational marketing management knowledge. It does this by extending the conceptual and operational boundaries of existing models of internal and external marketing, aimed at helping organizations achieve competitive advantage and business success.

The purposes of this paper are to examine whether internal market orientation facilitates the development of external market capabilities, before influencing organizational performance, and to investigate whether learning orientation strengthens the aforementioned link.

This study collected data through a survey and utilized moderated hierarchical regression analysis to examine the hypothesized relationships.

Internal market orientation facilitates the development of both market capabilities and in turn enhances organizational performance. The result also shows that customer-linking capability is a stronger mediator between internal market orientation and organizational performance. Besides, learning orientation does not moderate the relationship between internal market orientation and external market capabilities.

This study only examines two market capabilities; considers only internal market orientation and does not include other antecedents; and used cross-sectional data, instead of longitudinal data, which consist of information only from 159 services companies in Taiwan.

A company should have international market orientation mechanisms, such as internal market information system and reward systems to keep the internal communications open. For companies stressing external customer relationship, internal marketing is important.

This study provides empirical evidence for the claim that internal marketing influences the formation of an organization's external market capabilities. It also considers two types of market capabilities instead of treating market capabilities as a holistic variable. This study also clarifies learning orientation's relationships with internal market orientation and market capabilities.

The paper focuses on services marketing implementation synthesizing previous knowledge from the fields of internal and external marketing. Although academic debate over the modeling of internal and external market orientation has lately emerged, services marketing literature lacks a relevant theoretical foundation.

Following a qualitative research design applied to the tourism sector, in‐depth interviews were conducted at three different levels (managers, employees and customers). In total, 37 hotel managers, 46 employees and 42 guests participated in the process of capturing the essence of the fragile equilibrium between internal and external marketing adoption.

Findings from the content analysis were consistent with the literature, unveiling an important number of elements, which formulate the components of the balanced market orientation, namely: market orientation adoption, internal marketing implementation and systematic monitoring of the service delivery process.

Highlighting the importance of interrelations and modeling the underlying constructs, the study merges together different research streams from the extant literature. Nevertheless, the relations between the components of balanced market orientation have yet to be examined and validated.

In light of the qualitative findings, the study delves into the main pillars of integrated marketing philosophy, where the external focus on the customer is a sine qua non. Services marketing implementation is delineated into: applying internal marketing practices; periodically assessing employees’ perceptions; adopting market‐oriented behaviour; and measuring its impact on customers.

External economic and social forces compel foodservice enterprises to be environmentally friendly, bringing environmental issues to the forefront of managerial policies. Reflecting on this phenomenon, this paper aims to investigate the role that the environmental leadership of the top management at the franchise headquarters and the companies’ environmental orientation play in enhancing the company’s market and eco performances.

The research model was tested based on responses from 196 regional foodservice franchising headquarters in South Korea. Structural equation modeling, namely, confirmatory and path analysis, was the primary method of data analysis in the study.

Results indicate that the top management’s environmental transformational leadership influences the internal and external environmental orientation of a foodservice franchise firm. Also, the two types of environmental orientation improve the market and eco performances of the firm. Finally, two dimensions of environmental orientation, internal and external, act as full mediators of the relationship between environmental transformational leadership and the performance of the firm.

The positive link between environmental leadership, environmental orientation and market performance seems to indicate that individual franchisees may be receptive to rules and regulations associated with green practices and be willing to incorporate the green business procedures of their franchisor into their day-to-day operations.

Given the lack of empirical research that investigates environmental policies in the foodservice industry in the international context, this study contributes to an understanding of how foodservice franchising firms view the environmental leadership of the company’s top management and its impact on a company’s environmental orientation and market performance.