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This study aims to investigate the impact of market orientation on small and medium-sizedenterprises (SMEs) innovativeness in Yemen.

The study uses empirical data collected from 206 managers, owners and operators of SME in Sana'a. By using exploratory and quantitative methods, the collected data was examined using descriptive, correlation and regression analyses.

The results indicated that market orientation, as a whole, has a significant impact on SME innovativeness. Specifically, while the two dimensions – customer orientation and supplier orientation – have a significant impact on SME innovativeness, the other two dimensions – competitor and inter-functional coordination – do not have a significant impact on SME innovativeness.

The study focuses only on four factors that have an influence over SME innovativeness based on the perspective of managers.

SMEs represent the largest portion of businesses in Yemen’s private sector. It is anticipated that the findings of this study will help SMEs’ owners and managers to better understand market orientation and the significant impact it has on SME innovativeness.

The value of this research work is evident from the fact that the market orientation models have neglected the part of suppliers (upstream supply chain) in generating superior value for customers, even though they have concentrated on the role of customers (downstream supply chain) and competitors.

This research examines the interrelationships between market orientation (MO) and entrepreneurial orientation (EO) in the small- and medium-sized enterprise (SME) sector. Due to the conflicting results associated with each orientation's influence on firm performance, some researchers advanced that scholars should resort to concurrent observation of the constructs. To the researchers, concurrent deployment of the constructs by businesses is likely to result in an enhanced performance. However, what is lacking in their proposition is how the deployment of these resources should be, thereby leading to a knowledge gap in the literature. The aforementioned gap is what this paper seeks to address.

The study employed deductive research approach, and data were collected from 366 SMEs' owners or owner-managers of SMEs in two metropoles in Ghana. For this study, the hand delivery and collection of questionnaire technique was deployed. The reason is that most respondents may be reluctant to respond to the questionnaires through the post or Internet. Partial least square-structural equation modelling (PLS-SEM) was employed for the data analysis due to its importance in allowing the testing of relationships among constructs. Furthermore, seven-point Likert scale was used to generate responses from the respondents.

The result indicates that MO and EO have a positive and significant influence on each other. However, the influence of EO on MO is greater. Therefore, when owners of SMEs are embracing the two constructs in their businesses, EO should precede MO. The finding is a novelty of this study. Through this result, the owners of SMEs would have knowledge of embracing EO before MO during the employment of the two constructs in their firms. The study further revealed that not all the components of MO have positive and significant influence on EO, and the reverse is true. Without this study, the owners of SMEs would have placed equal attention on each construct and their components. The study also indicates that deployment of MO in its composite form rather than components is the best way for improving EO.

The more SMEs engage in MO activities, the likelihood of an increase in their entrepreneurial spirit and the opposite is true. However, engaging in more EO activities would result in higher MO than the reverse.

The findings add to the empirical literature by revealing the interrelationships between MO and EO, which serve as a guide to owners of SMEs and practitioners in their concurrent deployment of the two constructs. The findings would also open replication doors for future researchers in different settings.

This paper aims to address research gaps with regard to the relationship between market orientation and marketing performance when small- and medium-sized enterprises (SMEs) are located within a service cluster. The three main objectives of this research are to determine the effect that the cluster can have on both the market orientation of clustered companies and their marketing performance and to furthermore evaluate the effect of the market orientation of companies in the cluster on their marketing performance.

This research used executive-level data that were obtained by carrying out a survey involving a unique dataset of 133 Colombian health-related businesses located in the city of Cali (Colombia) in 2014. A system of equations was modeled using SMART PLS. This analysis was complemented by a qualitative study that involved conducting in-depth interviews in six companies.

The results showed that, among the SMEs, membership in an urban services cluster did not significantly influence marketing performance or the implementation of marketing orientation practices. No differences were observed in internal managerial practices implemented between companies that were co-located and isolated. However, a higher level of competitor orientation was associated with greater marketing performance. Given the verified absence of moderating and mediating effects, our work provides a reasonable basis for proposing future research and practical recommendations.

While research has demonstrated the relationship between a company's market orientation and marketing performance, this type of analysis has not been carried out on service SMEs in geographic concentrations or clusters.

本文旨在處理涉及市場導向與營銷績效間的關係的研究缺口. 當中小型企業處於服務群集內, 市場導向與其營銷績效間存在相互關係；本文旨在處理涉及這關係的研究缺口. 本研究有以下的主要目標：（1）找出群集對群集公司的市場導向及其營銷績效兩者的影響；（2）繼而評估在群集內公司的市場導向對其營銷績效的影響.

本研究使用透過進行一項調查而取得的管理階層數據，而這調查涉及於2014年位於卡利市（哥倫比亞）133間與健康衛生有關的哥倫比亞企業的獨特資料集。一個方程式體系透過使用SmartPLS被模擬出來. 這分析有個補充輔助，就是一個涉及在六間公司內進行的深層訪談的質性研究.

研究結果顯示，就有關的中小型企業而言，擁有城市服務群集身份並沒顯著地影響營銷績效或市場導向慣常做法的施行。對處於同一地點的公司，抑或是隔離的公司，其內部施行的管理慣常做法並沒觀察到有所不同。但是，高水平的競爭者導向與更佳的營銷績效兩者是相關的。考慮到調節及仲介效果被證實不存在，我們的研究為日後研究及實際建議的提出提供合理的基礎.

從前的研究證實了公司的市場導向與營銷績效是相關的，唯這類研究分析從來沒有在地理集中或群集內的服務中小型企業上進行過.

Market orientation and positioning have been widely recognized as organizational metrics linked to hotel performance. The purpose of this study is to offer the link among market orientation, positioning and hotel performance in Ghana’s (luxury) hotel sector. It also reports on the joint influence of market orientation and positioning on hotel performance in the same sector.

Three hypotheses were investigated on the link between market orientation and hotel performance, positioning and hotel performance, and the joint effect of market orientation and positioning on hotel performance. A survey of star-rated (luxury) hotels in the capital city of Ghana was used. One hundred and five responses were used in the analysis. Descriptive statistics, exploratory factor analysis and hierarchical regression were used to test the three hypotheses.

All hypotheses were accepted. Market orientation and positioning jointly affect hotel performance, and the study provides hotel managers with suggestions on how to enhance their performance via market orientation and positioning.

Market orientation, positioning, and performance measures focused on management perspectives without including perceptions of customers.

This study is one of the few attempts to systematically investigate the intertwined concepts of market orientation, positioning and performance in a developing economy hospitality context.

This paper is to explore how cross-functional integration (CFI) of production-marketing can impact the firm's build-to-order (BTO) competitiveness, marketing performance (MP) and financial performance (FP).

Empirical study with the structural equation modeling approach is applied. Six hypotheses are constructed and tested based on survey data collected from Chinese manufacturing firms.

The survey data supports that production-marketing integration (PMI) improves BTO competitiveness (BTOC) and MP and that BTOC also positively affects marketing outcome which, in turn, impacts a firm's FP. The results reveal that CFI of production-marketing is an effective approach for achieving the BTO manufacturing strategy and can improve organizational performance.

The paper uncovers the role of CFI of production-marketing in BTO manufacturing strategy and its impacts on a firm's MP and FP and provides important managerial implications for practitioners to improve organizational time-based competitiveness and performance in today's time-based competition era.

This study empirically tests a conceptual framework that shows how integration practices are significantly associated with supply chain (SC) performance. This study also intends to achieve the following purposes: first, how the performance is influenced by the integration practices, i.e. internal and external; second, to measure the mediating effect of organizational antecedents (market orientation, learning orientation) between integration practices and firm’s SC performance.

In a noncontrived study environment, a cross-sectional study design was used with a questionnaire. The study used a stratified proportionate random sample of 205 managers from manufacturing firms in China. Six hypothesized relationships were examined using the structural equation modeling (SEM) technique in AMOS software, and five were shown to be valid. The proposed model was validated through various techniques.

Results of this study indicate that both external and internal integration influence SC performance and confirms the mediating role of organizational antecedents between integration practices and SC performance. According to the findings, five out of the six hypotheses are accepted. Findings of this research also offer very expedient insights for the companies’ management which can help them to ensure optimal output by giving due importance to external as well as internal integration.

The data for the study were only obtained from one province, which was Henan Province, and one industry, which was manufacturing; this constrained the generalizability of the study. The findings may be further validated in the future by expanding the scope of the studies to include various cultural contexts and types of businesses. Second, this study used data from a cross-sectional analysis; however, future research may potentially make use of a longitudinal design in order to more thoroughly confirm the findings.

Findings of this study offer substantial managerial insights suggesting various ways to develop better internal as well as external integration to get better results. Management of the company should focus and give more importance to job rotation, trainings and management commitment as part of internal integration. Moreover, management should strive for improving the capabilities of integration in internal functions prior to external integration as internal collaboration, teamwork and interaction within the company are considered as a precondition to maintain integration with external stakeholders. It is also a social process which needs to be built up over a longer period of time.

The authors contribute to the literature by experimentally evaluating the effects of integration practices on SC performance using a conceptual model drawn from current theories. The study also offer additional empirical evidence for Han et al. (2007), who found that SCI enhances firm performance through quality management in their analyses of the relationships between SCI, quality management practices and firm performance.

This paper aims to examine the interconnection between marketing and entrepreneurship among small and medium scale enterprises in emerging markets.

Quantitative data were obtained from 113 micro, small and medium scale enterprises (SME) into services, manufacturing and agriculture selected conveniently within the Tema metropolis, a harbour city in Ghana; however, purposive sampling was used to choose owners and managers as respondents pre-occupied with marketing and entrepreneurial roles. These voluntary informants have operated between 4 and 9 years.

The study reveals a significant relationship between five dimensions of the study including market orientation and entrepreneurial success; customer orientation and entrepreneurial success; competitor orientation and entrepreneurial success; intelligence generation; and entrepreneurial success, including information dissemination and entrepreneurial success.

Blending marketing with entrepreneurial initiatives has the propensity to accelerate success for wealth and job creation for national development especially in emerging markets where poverty and under development abounds. Adoption of basic marketing principles enables local entrepreneurs to become vehicles for social re-engineering and for rapid socio-economic growth, which ultimately affects lives at the local level. The study was limited to opinion of SME managers and owners of a harbour city.

Application of basic marketing principles influences entrepreneurial success in emerging markets (EMs) highlighting opinions of managers and owners of SMEs strategy warranting attention of stakeholders. Thus, the study validates theoretical model of how prudent marketing and entrepreneurial attitude contributes entrepreneurial success. It also provides a new perspective on marketing principles and success in emerging markets.

Consciously incorporating basic marketing principles into operations of MSMEs will impact performances; hence, social lives of entrepreneurs will be affected positively.

This study being among the few in sub-Saharan Africa highlights how application of marketing principles to entrepreneurial operations is a vital role in growing local MSMEs unto the world stage. Therefore, blending basic marketing principles with entrepreneurial initiatives will accelerate wealth and job creation and national development to achieve the world's sustainable development goals aimed at reducing poverty.