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Although there are a growing number of studies which have investigated links between market orientation and performance in service firms, there has been limited research which compares the market orientations of goods and service firms. The results of this study, based on a large multi‐industry sample of New Zealand companies, suggest that to improve business performance service firms should develop information systems to track profitable customers and products, develop a corporate culture which emphasises the needs of stakeholders, and develop policies to encourage ethical conduct. To improve marketing performance firms should improve their levels of market orientation, develop a corporate culture which emphasises the marketing concept and innovation, adopt more proficient new product development processes and explore the possibilities of electronic commerce.

Regardless of its relevance for economic development, the influence of strategic orientation by innovation orientation, and strategic marketing by marketing capability on firm performance, this interesting study focused on firms with strategic industries (defense and security) in Indonesia. It approached the gap in three ways. Initially, the examination was conducted on the role of innovation orientation, marketing capability, the interaction of innovation orientation and marketing capability on firm performance. The next step was considering the contribution of state-owned enterprise (SOE) and non-SOE. Finally, this relationship was studied in strategic industries of firms in Indonesia. The firm performance in this study, which we chose, was operational performance. The proposed conceptual model would be tested by distributing questionnaires to 41 firms in Indonesia. This study gave insight into the matters, which should be the companies’ focus, to improve their operations’ performance. By using PLS-based structural equation modeling (SEM) analysis, the results of the relationship between innovation orientation, marketing capability, and the interaction between innovation orientation and marketing capability on operational performance were identified. The findings could be clarified via the variations in the characteristics of enterprises (SOE and non-SOE). Moreover, there were clear variations in the findings, which were recognized among the firms’ relatively different characteristics. The main finding was a challenge to generalize the relationship from strategic orientation and strategic marketing to performance. The results of firm characteristics also had considerable managerial relevance. The authors recommend strategic industries (defense and security) in Indonesia in achieving operational performance excellence. Management’s importance is paying attention to the relationship between innovation orientation, marketing capability, and dynamic capability in running a company organization.

The aim of this paper is to examine the extent to which market orientation impacts the business performance of an organization.

While much empirical work has centered on market orientation, the generalizability of its impact on the performance of food and beverages organizations in the Nigerian context has been under‐researched. The commentary adopts a triangulation approach by examining the theoretical and researched issues on market orientation and their influence on the business performance of food and beverages organizations in Nigeria.

The commentary validates earlier instruments but does not find any strong association between market orientation and business performance in the Nigerian context using food and beverages organizations. The reasons underlying the weak relationship between the market orientation and business performance of food and beverages organizations include government policies, new product development, diversification, innovation and devaluation of the Nigerian currency.

One important contribution of this paper is that market orientation leads to business performance through some moderating variables. The commentary recommends that the Nigerian Government should ensure a stable economy and implement economic policies that will enhance existing business development in the country. Also, organizations should have performance measurement systems to detect the impact of investment on market orientation with the aim of learning how the organizations work.

The paper significantly refines the body of knowledge concerning the impact of market orientation on the performance of organizations, and thereby offers a model of market orientation and business performance in the Nigerian context for marketing scholars and practitioners. This model will, no doubt, contribute to the body of existing literature on market orientation.

Market orientation is one of the major research streams in strategic marketing developed during the past ten years. Since its inception in the early 1990s, the major thrust of research in market orientation has been to study the relationship between market orientation and business performance. Although it is acknowledged that market orientation and performance are likely correlated, this paper directs attention to what may lie beneath the relationship. From both conceptual and empirical perspectives, it is argued that future research should focus on the mechanisms by which market orientation contributes to performance. To this end, we draw on the gap analysis literature and develop a framework to link market orientation and performance for service organizations. This simple framework will help shape future agendas for service research.

The purpose of this paper is to assess the influence of customer focus and competitor focus on marketing performance of food and beverages organizations in Nigeria.

The paper adopted an exploratory design‐ six measures of marketing performance is used to capture the customer‐focus and competitive‐focus of food and beverages organizations in Nigeria. Data were collected from key informants using a research instrument. Returned instruments were analyzed using regression analysis through the use of statistical package for social sciences (SPSS) version 16.

The paper validated the existing instruments for measuring customer focus, competitor focus and marketing performance. The paper also finds a strong positive relationship between the three constructs.

Two major implications are identified in this paper, one to scholars on the investigation of the link between customer focus, competitor focus and marketing performance in two different organizations. The second is for managers to be aware of the need for effective assessment of marketing performance measure in line with customer focus and competitor focus. This will no doubt help to provide knowledge and understanding of the reason for and consequences of any particular marketing decision.

The paper significantly refines the body of knowledge concerning the impact of customer focus, competitor focus and marketing performance in the Nigerian context.

This paper investigates the relationship between sporting performance and the market value of European football clubs, with a particular focus on the moderating effect of player transfers, fan engagement and coaching changes.

Using a Cross-Sectional Augmented Auto Regressive Distributed Lagged Model (CS-ARDL), we analyze a decade of data (2013–2023) from fourteen prominent clubs across ten European leagues.

Our findings confirm a strong positive correlation between sporting performance and market value in European football clubs. Furthermore, the research reveals that strategic player transfers and high fan engagement significantly amplify the positive impact of on-field success on a club's valuation. Interestingly, coaching changes do not exhibit a significant moderating effect on this relationship.

These findings carry significant economic implications for the football industry, underscoring sporting success as not only a driver of economic growth and social development but also a vital source of funding for clubs seeking to further invest in talent, infrastructure and fan engagement initiatives.

This study makes a novel contribution to the existing literature by providing a comprehensive analysis of the intricate relationship between sporting performance, market value and the moderating roles of player transfers, fan engagement and coaching changes within the European football landscape. Moreover, the research offers unique insights into investor behavior and the factors influencing investment decisions, enriching our understanding of the complex dynamics driving the football market.

This paper aims to examine the direct impacts of marketing resources and marketing activities on several business performance indicators in the banking industry and the indirect effects through customer-based brand equity.

We use a holistic empirical approach based on resource-based view and marketing productivity chain. The main study consists of a secondary analysis using quarterly data of fourteen banks over four years. We analyze the data using fixed-effect panel data regression, namely seemingly unrelated regressions.

We find that customer-based brand equity is one of the most influential factors on business performance. Moreover, the indirect effect through customer-based brand equity should be considered in improving business performance. Marketing-related financial resources positively impact customer-based brand equity and business performance. Regarding marketing activities, pricing strategies affect the bank preferences of customers, which in turn affect the growth of deposit volumes and churn rates. Additionally, the number of bank branches positively impacts business performance. Advertising spending on different media has differentiated impacts on the performance indicators; thus, the allocation of advertising budget and advertising planning are critical.

This study examines the inter-relationships among marketing resources, marketing activities, consumer response through brand equity and marketing performance. This study contributes to the literature by integrating the resource-based view and the marketing productivity chain to analyze the inter-relationships using panel data and several sector-related metrics. This study provides valuable insights to decision-makers in the banking industry.

This study aims to examine the effect of marketing agility of startup companies on their new product creativity and new product performance while examining the moderating role of technological turbulence.

Data were collected from 319 South Korean startups and empirically analyzed using structural equations modeling technique.

First, marketing agility is a potent catalyst that positively influences the novelty and meaningfulness of new products, thereby enhancing new product creativity. Second, marketing agility contributes significantly to new product performance across multiple dimensions, including market, financial, and customer performances. Third, this study underscores the pivotal role of new product creativity, with both novelty and meaningfulness proving to be key drivers of improved new product performance. Technological turbulence is revealed as a moderating force, amplifying the positive relationship between new product novelty and performance. However, while it substantiates some moderating effects, the study does not find significant support for the role of technological turbulence in moderating the relationships among new product meaningfulness, marketing agility, and new product performance.

To the best of our knowledge, this study is the first to analyze the effect of startups’ marketing agility on new product creativity and performance considering the moderating effect of technological turbulence, especially in the South Korean context. This study offers practical insights emphasizing the indispensability of marketing agility for startups operating in rapidly evolving markets. Additionally, it advocates a strategic emphasis on novelty in high-tech turbulence scenarios to bolster new product performance.

This study investigates the influence of market and hierarchy organizational cultures on international project performance and examines the mediating role of relational capital.

In-depth interviews and a cross-sectional questionnaire survey were conducted to collect primary data within international projects. Hierarchical regression analysis was used to test the hypotheses based on data collected from 62 respondents.

The results reveal that both market and hierarchy cultures affect international project performance positively. Additionally, communication, cooperation and trust help enhance project performance; however, commitment is not. This study also proves the mediating role of relational capital between organizational culture and project performance.

This study selected only two types of organizational culture represented by Chinese construction enterprises. Future studies can explore the mediating role of relational capital between other varieties of organizational culture and project performance.

Given the high complexity and risks faced by projects abroad, both organizational culture, the internal environmental factor and relational capital being the external resource, are crucial for project success. This study clarifies the relationship between organizational culture, relational capital and project performance overseas. Empirical evidence to enhance international project performance for construction enterprises is provided. This study also makes contributions to international contractors who want to implement projects in developing countries.

While coopetition (cooperation among competitors) has been widely researched in domestic settings, relatively less work has evaluated how small exporters engage in these business-to-business (B2B) marketing strategies. Therefore, export coopetition activities could have different performance outcomes (and boundary conditions) to these B2B marketing practices in domestic arenas. Consequently, underpinned by resource-based theory (and focusing on smaller-sized and internationalised, businesses), the purpose of this paper is to unpack the relationship between export coopetition activities and export sales performance by accounting for key quadratic and moderating effects.

Survey responses were obtained from 107 small, and export-oriented, wine producers in South Africa. After refining the measurement scales, the quantitative data passed all major assessments of reliability, validity and common method variance. Subsequently, the elements of the conceptual model were tested through a hierarchical regression analysis. Moreover, a post-hoc test was undertaken to delve deeper into the nuances of the statistical results – and offer additional insights concerning how these B2B marketing strategies operate (and manifest) in export markets.

A significant non-linear (inverted U-shaped) relationship was found between export coopetition activities and export sales performance. No support was found for the moderators, namely, export geographical scope, export intensity or the interaction between these forms of internationalisation. An interesting issue to emerge from the post-hoc test was that export geographical scope yielded a quadratic link with export sales performance, for which the export coopetition activities construct did not moderate this connection (a non-significant interaction effect). These findings offer new insights that help inform the concentration versus spreading debate related to target market strategies.

New evidence emerges on the internationalisation of the coopetition construct, regarding how smaller-sized companies collaborate with their competitors within their export markets. Likewise, stronger insights arise concerning the dark sides of export coopetition activities via circumstances where they are harmful to internationalised firms. Moreover, improved claims are made about how resource-based theory serves as a useful tool to conceptualise the nuances of export coopetition activities and how they impact export sales performance. Collectively, this investigation not only responds to calls for research to evaluate coopetition in export markets but also embraces the complexities of these B2B marketing strategies.