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The purpose of this paper is to extend the literature on market-driven and market-driving management and analyzes the Benetton’s market orientation change from a market-driving to a market-driven orientation. Additionally, this study uses longitudinal data to measure the degree of success of the market-driven orientation.

The study is based on a qualitative case study method and it discusses how Benetton has moved from a market-driving to a market-driven orientation.

The paper analyzes the principal transformations the Benetton Group has gone through to implement a market-driven orientation, including the delocalization of the manufacturing and of trusted suppliers; the downstream integration process; the adoption of a flexible, efficient and responsive logistics; the implementation of a modern information systems infrastructure. Revenues data show that the company has benefited of the new orientation, but only in the short-run. Moreover, the early adoption of the market-driven orientation by competing firms (e.g. Zara) and the economic environment seem to play an influence on the performance of market-driven companies.

The single case study approach may limit the generalizability of the findings. However, this case study is unique and of high importance for managers in different industries.

Although some studies have discussed the benefits of market-driven and market-driving orientations, no study has analysed how companies move from a market-driving to a market-driven orientation. Additionally, existing studies have proved market orientation’s influence on business performance using static measures. This study uses longitudinal data to show the effect of market-driven orientation on a company’s long-term competitive advantage.

The purpose of this paper is to analyse how a company’s orientation enables sustainable practices in its supply chains. Specifically, it focusses on how the strategic orientation of a company may stimulate new behaviours in supply chains.

Two in-depth qualitative case studies were conducted. Each company’s orientation to sustainable supply chains was studied using cross-case analysis.

The organisations in this study have a market-driving (i.e. proactive) orientation instead of market-driven (i.e. responsive) behaviour. Using analysis from the process of change for sustainability and explaining some challenges faced by both organisations, findings indicate that a corporate strategy of sustainability modified the companies’ management processes, even for the company that changed its orientation during the time (i.e. sustainability was not the main strategy at first). Practical examples of actions are provided to illustrate the study’s conclusion that a corporate orientation towards sustainability is an enabling factor in developing sustainable supply chain management (SCM).

Strategic management plays an important role in a company’s orientation towards sustainability – internally and throughout its supply chains. Based on the findings, future research should measure the effect of a company’s orientation on sustainable SCM.

This study contributes to the understanding of companies’ strategic orientations and explores ways to introduce sustainability into supply chains.

The paper examines an underexplored debate regarding to how strategic orientations are related to sustainable SCM, focussing on both market-driving (i.e. proactive) and market-driven (i.e. responsive) orientations.

One of the strongest convictions in marketing is that market orientation contributes to firms' performance substantially more than alternative strategic orientations such as innovation and entrepreneurial orientations. Still, some studies show that alternative orientations can also substantially affect the performance of firms, and furthermore, that firms that combine market orientation with alternative orientations are likely to perform even better than firms adopting only market orientation. Also, the nature of the relationship between market orientation and other strategic orientations is not clear. The purpose of this paper is to deal with these discrepancies in the marketing literature. It highlights the importance of the study of the relationship between market orientation and alternative strategic orientations, examines the effect of market orientation on different orientations, and identifies the orientations that are more likely to be combined with market orientation.

The study employs a meta‐analysis procedure to synthesize empirical results on the relationship between market orientation and innovation, learning, entrepreneurial, and employee orientations.

Findings suggest that market orientation is strongly correlated with learning, entrepreneurial, and employee orientations, and that it has a moderate positive relationship with innovation orientation.

Research on market orientation should shift its focus, moving from the study of the direct effect of market orientation on business performance to the study of the various combinations of strategic orientations that firms can pursue in different situations, studying how the more successful market‐oriented firms balance between market orientation and other strategic orientations.

This is the first meta‐analysis to examine the relationships between market orientation and alternative strategic orientations.

The purpose of this paper is to assess the degree of market orientation of a sample of Chilean wine producers; to compare two different instruments for assessing market orientation in this context; and to comment on the possible cultural sensitivities of these two measurement instruments developed from a North American context but applied in culturally dissimilar contexts.

In total, 69 CEO and Marketing Managers, representing approximately one quarter of the total number of wineries in Chile, completed a face‐to‐face survey questionnaire that utilized both the Narver and Slater MKTOR and the Kohli and Jaworski MARKOR market orientation scales. SmartPLS was used to carry out the measurement and structural analysis.

Results reveal that more than half of surveyed Chilean wine producers are market oriented, with 65 per cent congruence between the two scales. Cluster analysis also reveals three distinct segments and sets of characteristics that distinguish market oriented from non‐market oriented wineries. MKTOR and MARKOR scales show similar level of predictive power when using subjective or perceptual measures of performance as dependent variables. However, the MARKOR scale is found to be better in explaining changes in the dependent variable when the latter is measured by actual sales and gross margins (objective performance). National cultural dimensions (power distance and uncertainty avoidance) have an impact within organizations in the implementation of a market‐oriented strategy in a consistent and coordinated manner.

The MARKOR scale appears to have superior predictive validity and to be more practical for measuring market orientation since it explains the change in dependent variables to greater degree when performance is measured with objective as opposed to the perceptual measures.

Chilean winery managers should devote significant attention to market sensing activities and competitive intelligence gathering. The competitive and national cultural environment plays an important role in moderating the relationship between market orientation and a firm's business performance. They may also wish to consider becoming involved in various trade organisations, as well as collaborative partnerships with academic institutions, to enhance their competitive intelligence and technological competences.

This paper is the first to illustrate the market orientation of Chilean wine producers, and one of only a few to discuss the impact of national cultural values on market orientation.

Organization change (OC) is increasingly important in today's volatile world. Understanding OC is a growing emphasis of management and organization (M&O) research and the singular focus of OC scholarship and practice. We show how selected M&O theories inform OC at the organization level. These theoretical perspectives diverge on issues central to OC. We explore what these conceptual differences mean for OC study and practice going forward.

The purpose of this paper is to examine empirically the interaction between entrepreneurial orientation (EO) and market orientation and its effect on performance in both high and low technology industries.

The paper proposes that being entrepreneurial and market‐driven stem from two distinct organizational capabilities that interact to influence subsequent firm performance.

Data from 457 manufacturing firms show that the interaction effect is significant only in high technology industries.

The results encourage future research on the nexus of opportunity recognition and entrepreneurial behavior in established firms embedded in organizational routines.

The paper shows that managers in high technology industries would benefit from developing capabilities and implementing systems that augment their firms' market orientation. Market orientation provides an important means to harness the firm's EO, an important means of achieving growth and profitability.

The purpose of this study is to examine predicted business-to-business (B2B) marketing capabilities for the next three to five years by companies in advanced, emerging and developing economies.

The authors identify the prevalent marketing capabilities in industrial companies operating in an advanced economy (USA), two emerging economies (Chile and Peru) and one developing economy (Bolivia), consolidating the themes in firms’ orientations. The study offers a taxonomy of the marketing role in different stages as per country development.

Qualitative approach based on grounded theory.

This manuscript contributes to the understanding of B2B marketing across different levels of market development. The authors offer theoretical and practical implications regarding the paradigms reigning the role of marketing. The coding scheme emerging from the data illustrates how companies and markets evolve in a two-way interaction.

This investigation seeks to elaborate on how proactive market orientation (MO) and responsive MO motivate firms to conduct business model innovation (BMI) through the breadth of market knowledge search (BMKS) and the depth of market knowledge search (DMKS).

Based on the survey data of 259 high-tech firms in the industrial parks of the Yangtze River Delta, this study uses multiple hierarchical regressions to examine the hypotheses and conducts Sobel and bootstrapping methods to further test the mediating effects.

The findings indicate that the positive effects of proactive and responsive MO on BMI are mediated by BMKS and DMKS. It also shows that proactive MO has a greater impact on BMKS than responsive MO, while responsive MO has a stronger impact on DMKS than proactive MO.

Firms with different MOs can choose different types of market knowledge search to promote BMI, which reminds managers to give attention to the importance of bridging MOs with knowledge search strategies in BMI.

This study introduces a constructive theoretical framework by examining the roles of MO and market knowledge search on BMI. The findings reveal that MO as a key initiating factor and market knowledge search as an important conduit play vital roles in the experimental process of BMI and identify the differential effects of proactive and responsive MO on two types of market knowledge search.

The paper aims at providing insights into how market orientation and organisational culture together contribute to brand performance, shedding light on the nexus between innovative culture and market orientation, and examining the relative importance of innovative culture over market orientation in affecting brand performance.

In a cross‐sectional survey, a variance‐based structural equation modelling was used to test hypotheses on a convenience sample of 180 marketing executives in Australia.

Organisations with a strong innovative culture appear to recognise that building a successful brand depends not always on the interpretation of feedback received from current customers and competitors, but instead on organisations' ability to innovatively develop unique ways of delivering superior value to customers. The findings were consistent with this advice to both market orientation and innovative culture. In addition, the findings indicate that market orientation is a response partially derived from the organisation's innovative culture. Finally, it was also found that organisational culture was relatively more important than market orientation in affecting organisational performance.

The paper advances the understanding of performance‐based market orientation research by investigating structural relationships among market orientation, organisational culture, and organisational performance at the micro level (e.g. brand performance).

The purpose of this paper is to explain how auditors’ professional and organizational identities are associated with commercialization in audit firms. Unlike previous studies exploring the consequences of commercialization in the firms, the study directs its attention toward the potential driver of commercialization, which the authors argue to be the identities of the auditors.

The paper is based on 374 responses to a survey distributed to 3,588 members of FAR, the professional association of accountants, auditors and advisors in Sweden. The study used established measures of organizational and professional identity and introduced market, customer and firm process orientation as aspects of commercialization. The study explored the data through descriptive statistics, principle component analysis and correlation analysis and tested the hypotheses with multiple linear regression analysis.

The findings indicated that the organizational identity of auditors has a positive association with three aspects of commercialization: market orientation, customer orientation and firm process orientation. Contrary to the arguments based on prior literature, the study has found that the professional identity of auditors is also a positively associated with commercialization. This indicates a change of the role of professional identity vis-à-vis commercialization of audit firms. The positive association between professional identity and commercial orientation could indicate the development of “organizational professionalism.” The study also found differences between the association between professional identity and commercialization in Big 4 and non-Big 4 firms. While in Big 4 firms, professional identity is positively associated only with the firm’s process orientation, in non-Big 4 firms, professional identity has a positive association with all three aspects of commercialization.

The paper provides insight into how auditors’ identities have influenced commercialization of audit firms and into the normalizing of commercialization within auditing. The study also developed a new instrument for measuring commercialization, one based on market, customer and firm process orientation concepts. This paper suggests that this instrument is an alternative to the observation through proxies.