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This study is to investigate relationships between business performance of overseas subsidiary and market orientation, firm specific factors, competitive strategy, market specific factors. Author also tests whether market environment might affect market orientation – performance relationship. As the results of research, market orientation affects performance of overseas subsidiary larger than any other variables and market environment factors might moderate relationship between market orientation and performance.

This study empirically explores one of the important channel issues – the relationship between various channel support given to channel partners and the perceived (by managers) goal‐orientation of a firm. Results from an emerging market, India, indicate that perceived orientation towards both profitability and market share is not associated with any of the channel support considered. Growth orientation however is strongly associated with most of the channel support activities – both business (e.g., business advice, pricing and ordering assistance, and personnel training) as well as marketing (advertising support, sales promotional material, and inventory management assistance) oriented activities. In contrast, perceived sales volume orientation is only associated with advertising support and business advice, however, the relationship is negative. These findings have interesting implications for channel management and channel motivation.

The purpose of this paper is to employ a quantitative approach to explore the intellectual structure of the market orientation (MO) field over the course of its development.

This research was conducted by using the bibliometric techniques of citation and co-citation analyses to investigate 1,892 publications in the MO field from 1990 to 2016, as well as factor analysis and multidimensional scaling to present a clear visual experience of the knowledge structure of the MO filed.

This study reveals meaningful outputs to assist in: delineating the critical authors, institutions and countries related to the study of MO; identifying the published documents that have had a significant influence on the field; clarifying the subfields that have developed from the MO field; and mapping the intellectual structure of the field in a two-dimensional space that allows for the visual representation of different themes.

Given the sheer volume of works that exist, these bibliometric techniques cannot completely measure, describe and present the entire intellectual structure of the MO field. Instead, co-citation analysis was performed using the data from only the top publications to identify the level of integration of the field, the changes of each knowledge group and the maturity of its evolution.

First, this study extends the approach to identify the subject of MO from a quantitative perspective. Second, our analysis shows the intersection between the marketing discipline and management discipline in the MO literature. Finally, this study reveals the development tendency of the MO field in recent years. The results of this study are valuable to readers interested in MO research, especially those newly interested in this field.

The Miles and Snow typology of product‐market strategy is a potential source of rich insights for developing marketing strategy. However, the drivers of performance for the Prospector, Analyser and Defender strategies have not been thoroughly studied. Using multiple measures of the entrepreneurial dimension of the Miles and Snow typology, clusters business units into the Prospector, Analyser and Defender strategy types. Analyses performance variation in the strategy types using organizational and market‐level variables, and find substantial explanatory power.

The Internet technology has been recognised as a key business resource and is increasingly being used and integrated into firm’s marketing activities. This study explored the relationship between market orientation and marketing competency and investigated the role of the Internet marketing integration in the market orientation‐marketing competency linkage. From an analysis of a survey data from 47 manufacturing firms involved in exporting and 33 travel agencies, four dimensions – Providing Customer Value, Competitor Orientation, Management Commitment and Customer Retention were extracted from factor analysis result of market orientation. However, this study found that Competitor Orientation and Management Commitment influenced marketing competency of the firm. Compared to the previous study, the integration of the Internet marketing did not seem to moderate the influence of market orientation on marketing competency. In addition, the Internet‐oriented profiles of the Malaysian exporters and travel agencies were constructed using characteristics in terms of its size, age in operations, the importance of different regional market to the firm, level of market orientation, and market area responded, which can be used for future research.

This study evaluated the linkages among market tracking, research & development (R&D), international competition and firm profitability. Over six hundred electronic and computer manufacturers were surveyed. Results show a clear linkage between market tracking, R&D and increased profitability. The study found no linkage between international competition and profitability. These findings are useful benchmarks for marketing managers in understanding the contributions these practices and variables make to the financial performance of the firm.

Currently, inflation seemingly has ceased to be a serious problem to several western economies. Yet, its potential threat is not necessarily over, and changes in overall economic policies may reactivate inflationary pressures. Furthermore, in many industrialized as well as less developed countries, inflation is still a central problem whose influences cannot he ignored especially for exporters. It is the purpose of this article to analyze the effect of inflationary pricing on various dimensions of marketing activity. At this stage the emphasis is mainly theoretical. Nevertheless, the time to prepare for inflation is before it occurs.

The trend now in many organizations is to decentralize operations, giving greater responsibility to employees in the form of empowerment. Getting rid of a whole layer of management may sound wonderful to the company accountant and also to many employees, but where does this leave the majority of aspiring young workers who expect to have a career ahead of them? By eradicating middle management, the chain to the highest echelons of the company are dramatically reduced. This can of course be a very good policy in that people have quicker and better contact with the decision‐making people, but this can also leave a vacuum of promotional uncertainty owing to the flattening in the hierarchical chain. Many people like the extra responsibility that empowerment brings, but they must also be able to see that they also have a future within the organization.

The authors describe a research model that they have found particularly helpful in their pursuit of “Interface” research. They are keen to share what they consider good practice with other colleagues who are either considering conducting research into, or are keen to start researching into, the “Interface”.