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This study aims to understand how restaurant dependence and autonomy within the supply chain influence market responsiveness. An examination of influences related to improving market responsiveness was also conducted by investigating the moderating roles of information technology adoption and trust.

Hierarchical regression models were developed to test the hypothesized relationships. In particular, data were obtained from only independent restaurant owners and managers because of their ability to select and determine their own suppliers.

Results revealed that restaurant autonomy from suppliers has a more positive effect on market responsiveness than supplier dependence. The moderating test results revealed that information technology adoption significantly improved the relationships between restaurant dependence and market responsiveness, while exhibiting no significant moderating effect. Restaurant trust in suppliers significantly improved the positive effect of autonomy upon market responsiveness; however, it had no significant moderating effect on this link.

This study was conducted to identify what types of supplier relationships should be pursued to improve the independent restaurant’s ability to effectively respond to market conditions. The findings regarding the moderating effects of information technology adoption and trust provided clear evidence that buyer–supply relationship strategies should be developed in consideration of those distinguishable characteristics unique to the operations and environment of independent restaurants.

Findings can be applied to developing desirable relationships with suppliers characterized by restaurant dependence or autonomy and contribute to improving managerial actions for independent restaurants involving adopting information technology and building trust.

The purpose of this study is to explore the nature of the relationship between export customer responsiveness and export growth.

The study uses primary data obtained by questioning over 200 exporting firms. The model constructed predicts the export growth of those firms with export customer responsiveness data, together with a variety of moderator and control variables. The model is assessed using multiple regression.

Exporters with higher levels of export customer responsiveness often have higher export sales growth rates than those with lower levels of export customer responsiveness, but not always. For some firms, the opposite is true, such that those with lower levels of export customer responsiveness outperform those with higher levels.

The study is the first to provide export decision-makers with empirically grounded recommendations regarding (1) when it is advisable to have high export customer responsiveness levels and (2) those situations when firms may benefit from having lower export customer responsiveness levels.

Further understanding of how stakeholder marketing explains firm performance through greater customer satisfaction, innovation, and reputation of a firm.

Grounded in stakeholder theory, the study provides a conceptualization of stakeholder orientation based on cultural values that is distinctive from stakeholder responsiveness and examines the relationship of stakeholder responsiveness to firm performance. The study determines the mediating role of marketing outcomes on the impact of stakeholder responsiveness on firm performance. Multiple regression analysis tests hypotheses using a data set consisting of qualitative data obtained from corporate documents and quantitative data from respected secondary sources.

Our findings provide support for stakeholder marketing creating a strong relationship to organizational outcomes. There exists a positive relationship between stakeholder responsiveness and firm performance through customer satisfaction, innovation, and reputation.

Our definition implies that stakeholder responsiveness is acting in the best interests of the stakeholder as a responsible business. This study shows that stakeholder marketing may not always represent socially responsible marketing. Further research could explore how and why firms may not respond ethically and responsibly to stakeholders.

We further the discussion whether stakeholder marketing equates to sustainability. Marketers can build on expertise of managing customer relationship and generating customer value to develop a stakeholder marketing approach that addresses the economic, social, and environmental concerns of multiple stakeholders.

We further the discussion whether stakeholder marketing equates to sustainability. Marketers can build on expertise of managing customer relationship and generating customer value to develop a stakeholder marketing approach that addresses the economic, social, and environmental concerns of multiple stakeholders.

The purpose of this study is to provide new insights into the link between export market orientation (EMO) and export performance by examining whether managerial ties act to moderate the relationship. Specifically, the study explores whether the extent to which firms have managerial ties (business and political) alters the ways in which the intelligence generation and dissemination components of export market orientation drive export market responsiveness, and in turn, impact on strategic export performance.

Survey data from 100 New Zealand firms exporting to the European Union are used.

The key findings indicate that: export market intelligence generation and dissemination have positive associations with responsiveness; the strength of business ties enhances the relationship between export market intelligence generation and responsiveness; the strength of political ties reduces the relationship between export market intelligence dissemination and responsiveness; and export market responsiveness is positively related to strategic export performance.

The study has implications for export marketing managers and researchers with respect to managing EMO levels and the development of managerial ties.

The interaction between opening and closing behaviors of ambidextrous leadership produces “change” force throughout the organization in proactive response to market forces. This research aims to assess the role of ambidextrous leadership in fostering entrepreneurial orientation (EO) and market responsiveness. The research also seeks an insight into how external supply chain integration moderates the positive effect of EO on market responsiveness.

Research data were collected from 327 meso-level managers and 517 subordinates from chemical manufacturing companies in the Vietnam business context.

Research findings shed light on the positive effect of ambidextrous leadership on EO, which in turn contributes to market responsiveness. The moderation role that external supply chain integration plays on the EO–market responsiveness linkage was also grounded on the data set.

Through the identification of the predictive roles of ambidextrous leadership and EO for market responsiveness, the current research indicates the convergence between leadership, EO and market responsiveness research streams.

The purpose of this study is to provide new insights into the link between market orientation (MO) and strategic performance by disaggregating the MO construct. With a focus on responsiveness, a crucial element of MO, this research explores antecedents as well as outcomes in the strategic business units (SBUs) of MNCs. The decision-making structure of the firm was modeled as a moderator of the link between responsiveness and performance.

Survey data from upper level managers employed by 126 MNC SBUs representing 23 industries were collected.

The key findings indicate that: responsiveness mediates the link between intelligence generation and strategic performance; responsiveness also mediates the link between resource flexibility and strategic performance; and the link between responsiveness and strategic performance is moderated by the SBU's decision-making structure (i.e. centralization).

This study contributes to the conceptual precision of the composite construct MO, and also illustrates an avenue to increase strategic performance. Managerially, it provides managers with prescriptive suggestions for leveraging the value of the elements of MO with respect to the firm's decision-making structure.

It has been argued that innovation speed has been inappropriately absent in models of market orientation. The present study seeks to provide new insights into whether and how market orientation's three main components: intelligence generation, intelligence dissemination, and responsiveness affect innovation speed and new product performance, and about the mediating role of innovation speed.

Data were collected from a sample of 247 firms in a variety of manufacturing industries. A mail survey was developed to collect the data.

The results indicate that intelligence generation has an indirect positive effect on innovation speed via intelligence dissemination and responsiveness. Intelligence dissemination influences innovation speed positively, both directly and indirectly through responsiveness. Findings report a curvilinear (J‐shaped) relationship between responsiveness and innovation speed. With regard to the effect of the market orientation's components on new product performance, the findings indicate a positive relationship between responsiveness and new product performance. The parameter estimates for the direct paths linking intelligence generation and intelligence dissemination with new product performance were found to be not significant. Instead, the findings show that intelligence generation and intelligence dissemination influence new product performance indirectly through responsiveness. Finally, a positive relationship was found between innovation speed and new product performance.

The research makes three important contributions to the marketing strategy and new product development literatures. First, by splitting market orientation into the components of intelligence generation, intelligence dissemination and responsiveness, the study provides a closer examination into the effect of market orientation on innovation speed and new product performance. Second, the results indicate that the effects of intelligence generation and intelligence dissemination on innovation speed and new product performance are mediated by responsiveness to market intelligence. Third, findings support the argument that innovation speed partially mediates the effect of market orientation's three main components on new product performance.

The purpose of this paper is to offer an alternative explanation for inconclusive results in the existing literature on the information sharing-firm performance link by examining a moderated mediation model in which operations capabilities mediate the interactive effects of information sharing and market intelligence responsiveness on firm performance within a supply chain context. Drawing on the indirect view of dynamic capability theory, the authors propose that information sharing redeploys and reconfigures operations capabilities, thus leading to superior firm performance, even with a high level of market intelligence responsiveness.

The hypotheses were tested using hierarchical regression and bootstrapping methods with a sample of 154 Chinese manufacturing firms. A survey-based, two-informant design was used to collect data.

The results revealed that operations capabilities fully mediate the relationship between information sharing and firm performance. The information sharing-operations capabilities link is positively moderated by market intelligence responsiveness. Moreover, operations capabilities positively mediate the interactive effects of information sharing and responsiveness on performance.

The study shifts the research focus from the moderating effect of market intelligence responsiveness in the information sharing-performance link to the interactive effects between information sharing and responsiveness on performance via operations capabilities, thus offering a finer-grained picture of the essential information sharing-performance link. To the best of our knowledge, this study is among the first to advocate and substantiate the theoretical claim that even with a high level of responsiveness, a firm’s performance relies on its operations capabilities, which are renewed and enhanced by information sharing, rather than on information sharing itself.

The purpose of this paper is to examine important relationships pertaining to customer responsiveness of the industrial firm.

Drawing on strategy and competitive dynamics literature, a contingency model is developed. Hypotheses were tested on 432 Swedish industrial firms that market to business customers in growing or mature markets. Clean technology markets represented growing markets, while miscellaneous markets represented mature markets.

The relationship between the attention paid to customer responsiveness by the industrial firm and the attention paid to volume by the main competitor is negatively reinforced if the firm operates in a growing market. The relationship between the attention paid to customer responsiveness by the firm and competition‐based customer access obstacles in terms of supplier loyalty is positively reinforced if the firm operates in a growing market. The relationship between the firm's customer responsiveness attention and its financial performance is positively reinforced if the firm operates in a growing market.

The industrial firm may find an efficient customer responsiveness strategy if the firm operates in a growing market. Because customer responsiveness does not improve firms' financial performance in mature markets, competition relationships are only important to examine in growing markets. Thus, customer responsiveness is more complicated than previously thought in the literature.

The paper presents a new model that integrates relationships among industrial firms' attention to customer responsiveness, competition, and performance. By including the market growth contingency, the model explains mixed findings in the literature regarding relationships between customer responsiveness and performance.

The purpose of this paper is to examine how the location of a firm’s headquarters and component sourcing impact a firm’s responsiveness in a product-harm crisis in local market.

The authors collected data on 1,251 vehicle recalls from 12 manufacturers, six in the USA, three in Germany, and three in Japan. All of the recalls occurred in the USA between 2002 and 2010. The time the product was first released into the marketplace was used as the starting point while the time the recall was initiated (if at all) was used to record the probability of the product recall over time. Specifically, a survival analysis with an accelerated failure time model was employed to examine the speed with which a product is recalled. The authors examined the impact of foreign composition using information provided by the American Automobile Labeling Act, which lists the proportion of each vehicle that is composed of domestic parts (USA/Canada) and foreign parts. Organizational characteristics (i.e. size, market share, assets, net income, and reputation) and recall size (i.e. number of affected vehicles) that might have an effect on time to recall were controlled for.

The authors found that firms headquartered outside the local market would take longer to issue a product recall than firms that were headquartered in the local market. Firm headquartered outside the local market can reduce the time taken to recall by sourcing parts from the local marketplace, rather than from abroad. Interestingly, even local firms are affected by the location of component sourcing, such that they take longer to issue a recall if they sourced parts from abroad.

Research in international marketing has examined the benefits of integration to firms, but has not studied the risks of integration. By highlighting the challenges of managing institutional differences and integration difficulties, the authors show that location of headquarters and the location from where components are sourced have an effect on firm responsiveness in product-harm crises. Further, the authors build on the global supply chain management literature that has shown the effect of upstream activities (i.e. foreign production) on downstream activities (i.e. product quality). Specifically, the authors show that upstream activities can not only affect product quality, but also the ability of firms to respond to those product qualities in a timely fashion.