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Earlier work has suggested that assumptions, values and beliefs about the importance of cooperating with competitors (a coopetition-oriented mindset) should manifest into behavioural forms of coopetition, such as resource and capability-sharing activities. Yet, limited research surrounds the complexities of this link. The purpose of this study is to unpack the relationship between a coopetition-oriented mindset and coopetition-oriented behaviours under the moderating roles of industry experience and degree of internationalization, guided by resource-based theory and the relational view.

The chosen empirical context was the Canadian wine industry because wine producers are often involved in coopetition strategies and have varying degrees of internationalisation. Preliminary interview data were collected from 18 managers to shape the operationalisations. Then survey data were collected from 195 Canadian wine producers. After checking the statistical data for all major assessments of reliability and validity (together with common method variance), the hypothesised and control paths were tested through hierarchical regression.

A coopetition-oriented mindset had a positive and significant association with coopetition-oriented behaviours. Surprisingly, this link was negatively moderated by industry experience. Additionally, degree of internationalisation yielded a positive moderation effect. These moderators highlight situations where a coopetition-oriented mindset is (and is not) likely to manifest into coopetition activities.

If firms aim to engage in behavioural forms of coopetition, they should manage assumptions, values and beliefs associated with the advantages of collaborating with their competitors. Industry experience can limit the extent to which business’ coopetition-oriented mindsets manifest into coopetition-oriented behaviours. This could be explained by decision makers possessing information that discourages them from working with certain (untrustworthy) rivals because of the potential harmful effects on their performance. Companies should use their industry experience to avoid working with rival entities that will create negative outcomes, such as tensions (e.g., conflict, power imbalances and opportunistic behaviours), lost intellectual property and diluted competitive advantages. Nonetheless, industry experience might signify that there are more risks than rewards linked with these business-to-business marketing strategies. Higher levels of internationalisation can help firms to recognise that coopetition-oriented behaviours may lead to performance-enhancing opportunities in their overseas markets.

This investigation contributes to the business-to-business marketing literature with new evidence on how organisations can foster a coopetition-oriented mindset to engage in coopetition strategies. The negative moderation effect from industry experience highlights that knowledge of competitors’ activities can limit the extent to which coopetition-oriented behaviours are implemented. Moreover, the positive interaction effect from degree of internationalisation extends the growing body of knowledge pertaining to coopetition in an international arena. Collectively, these results show that while a coopetition-oriented mindset is a critical driver of coopetition-oriented behaviours, there are certain contingencies that can strengthen or weaken this association. Finally, by integrating resource-based theory and the relational view, this paper could explore the different forms of coopetition, in terms of organisation-wide mindsets and firm-level behaviours. This paper concludes with some managerial recommendations, alongside a series of limitations and avenues for future research.

Qualitative and recent quantitative research indicates that market orientation exerts a positive effect on the performance of new entrepreneurial firms. However, the question whether in this context organizational culture, which has been identified as an important antecedent of market‐oriented behavior in established firms, also that shows a significant influence on the level of market orientation has so far been neglected. Using a sample of 143 new entrepreneurial firms, the present analysis shows empirically that market‐oriented behavior is in fact rooted in this type of culture. Thereby, organizational culture does exert an indirect influence on the performance of new entrepreneurial firms.

This study examines the issue of how export market‐oriented behaviors influence export success. Using survey data obtained from Hong Kong based manufacturing exporters, our findings suggest that export market‐oriented behaviors are important predictors of several dimensions of export performance. In particular, it appears that this behavior is most important for exporters operating under conditions of high environmental turbulence. The export market‐oriented behavior – export performance relationship for these firms, was generally positive and strong. However, under conditions of low environmental turbulence, the costs of developing and implementing high levels of export market‐oriented behavior may outweigh the benefits accrued.

The paper aims to explore the influential path of internet marketing capabilities impacting international market performance. The paper further investigates the mitigating roles of market- and entrepreneurial-oriented behaviors and knowledge internalization in this relationship. The effect of internet use for customer management on internet marketing capabilities is also examined.

A total of 618 firms with sales in international markets were approached to participate. Data were collected from a sample of 132 Taiwanese firms and analyzed using a structural equation model.

Use of internet for customer management positively influences internet marketing capabilities. The results also support the positive impacts of internet marketing capabilities on market- and entrepreneurial-oriented behaviors. Knowledge internalization mediates the relationships between market- and entrepreneurial-oriented behaviors and international market performance.

This paper’s investigation of the role of internet marketing capability in international market performance contributes to online internationalization, strategic orientations and organizational learning theory.

Managers should focus on developing internet marketing capabilities in management culture and fostering market- and entrepreneurial-oriented behaviors to facilitate knowledge internalization for better international performance.

This paper contributes to the construction of an alternative and comprehensive mechanism to understand the influences of internet marketing capabilities on the firm’s international performance.

The strong link between a market orientation and performance in small organizations rests on the organization’s ability to use its market‐oriented culture to create a sustainable competitive advantage. To do this requires the firm to build and maintain a strong market orientation. Using an internal customer‐internal supplier perspective, this paper identifies a framework for implementation that an organization can undertake to create a market‐oriented workforce. The foundation for the framework is the development of dyadic relationships between internal customers and suppliers. The implementation structure relies on a performance management system that rewards behaviors appropriate for the establishment of a market‐oriented culture.

The purpose of this paper is to examine the nature and influence of artefacts in market-oriented firms.

Document analysis, direct observation and 14 key informant interviews were undertaken in 6 case study of companies.

The research investigated the nature and influence of four categories of artefacts in market-oriented firms, specifically, stories, arrangements, rituals and language. The four categories of artefacts were found to embody, reinforce, create and compliment the values, norms and behaviours of a market-oriented culture. Market-oriented artefacts are thus core to a market-oriented culture and in developing a market orientation.

The four categories of artefact, namely, stories, arrangements, rituals and language embody a market-oriented culture; these artefacts are necessary to implement market-oriented behaviours. Artefacts play a significant cultural and behavioural part in creating a market-oriented culture.

To be a market-oriented firm means implementing a market-oriented culture. This paper requires managers to assess the degree to which they have developed and used market-oriented artefacts in the establishment and strengthening of a market-oriented culture.

This paper addresses the limited understanding of market-oriented artefacts as an element of a market-oriented culture.

The activities of service and product firms are compared in terms of their market‐oriented behavior in their export operations (i.e. their export market‐oriented (EMO) behavior). Empirical analysis conducted on a sample of 783 Finnish exporters containing both service and product firms uncovered several interesting differences: service and product firms differed in their level of EMO behavior; the direct effects from EMO behavior to various dimensions of export success were invariant across the samples; however, the export environment moderated the link between EMO behavior and export profit performance in different ways across the samples. The results indicate that EMO behavior may be more appropriate under certain environmental conditions, and less appropriate under others. However, the nature of the relationship between EMO behavior and export success may also depend on whether the firm’s core export market offerings are services or physical products.

Extant studies of the market orientation of service firms rarely consider the contribution of individual employees to the realization of this orientation. Existing scales that measure market orientation reveal the perceptions of a key informant about the dominant orientation within the firm. These scales do not measure the willingness of employees to act in a market‐oriented way. This paper aims to report the development of a multi‐dimensional scale of individual market‐oriented behavior.

The scale development process included identification of items from focus groups with employees of a major Canadian financial services firm and the market orientation literature. A pretest with marketing practitioners and academics helped to purify and reduce the number of items. Finally, a sample of North American financial services employees responded to the items in a web‐based questionnaire.

Confirmatory factor analysis of the responses confirmed the presence of a single latent construct with three dimensions: information acquisition, information sharing and strategic response, measured by 20 items.

Although scale validation included both qualitative and quantitative tests that triangulated the opinions of multiple stakeholders in the service delivery chain, future research must also test the predictive validity of this scale.

Such research is important to increase understanding of how service organizations foster market orientation. The I‐MARKOR augments the organizational scorecard approach with individual level measurement.

The scale provides a method to assess differences between individuals within an organization, enabling empirical research on differences between departments, roles, training and other characteristics that may influence the extent to which an individual performs market‐oriented behaviors.

The study aims to develop and test a model of export performance, focusing on the degree to which firms have different types of export flexibility and the degree to which firms adopt market‐oriented behavior in their export operations (i.e. their degree of export market‐oriented [EMO] behavior). Furthermore, the study seeks to examine the moderating roles that EMO behavior and export environment play with respect to the relationships between export flexibility dimensions and export performance.

The model is tested on a sample of 783 exporting firms. Data were collected via mail survey. Analysis was undertaken using structural equation modeling.

EMO behavior moderates the relationship between export flexibility and export sales performance. However, EMO behavior's moderating role differs depending on (a) the source of the export flexibility, and (b) the environmental conditions the firms face. Increasing levels of EMO behavior are associated with increased export sales performance under all conditions studied.

Reliance on cross‐sectional data may limit generalizability, as may the reliance on single country data. Additional sources of export flexibility should be modeled, as should more complex models of the export environment.

The findings identify several situations when EMO behavior is most beneficial and others where it is beneficial (but less so). Similarly, the results pinpoint situations where greater levels of export flexibility are a necessity. Managers should look to exploit this knowledge by enhancing EMO behavior and export flexibility.

This study is one of the very few that explicitly identifies export flexibility as a source of competitive advantage in the exporting literature. It is also the first study to suggest that EMO behavior's ability to shape export success is determined in part by other factors internal to the firm (e.g. export flexibility), as well as factors external to the firm (environment).

Considering that little is known on market orientation at the individual level, this study investigates the effects of individual market orientation on proactive service behavior, and subsequently, sales performance among business-to-business salespeople. Based on social cognitive theory and competing values framework, this paper also examines the interaction effects of organizational culture on the link between individual market orientation and proactive service behavior.

The study sampled 539 business-to-business salespeople from 18 corporate banks in Kuala Lumpur by using a questionnaire survey.

The results of the study show that adhocracy culture strengthens the effects of information acquisition on proactive service behavior, while at the same time weakens the impact of coordination of strategic response on the same outcome. Meanwhile, rational culture displayed negative contingent effects of information dissemination on proactive service behavior.

Given its link to sales performance and proactive service behavior, banks should motivate their employees to embrace market orientation as individual competencies. This research outcome will aid managers in developing strategies and inculcating the right culture to ensure the market-oriented behaviors are internalized and transpired into positive outcomes.

This paper contributes to the enrichment of the existing market orientation frameworks by offering underlying mechanisms (cultural environment and proactive service behavior) through which market-oriented behaviors contribute to the sales performance of business-to-business salespeople within the financial service industry. It is also among the earliest studies that examine the influence of individual market orientation and organizational culture on proactive service behavior.