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Article
Publication date: 1 October 2002

Chiquan Guo

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…

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6602

Abstract

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.

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European Journal of Marketing, vol. 36 no. 9/10
Type: Research Article
ISSN: 0309-0566

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Article
Publication date: 4 April 2008

N. Gladson Nwokah

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

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3669

Abstract

Purpose

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

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Originality/value

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.

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European Journal of Marketing, vol. 42 no. 3/4
Type: Research Article
ISSN: 0309-0566

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Book part
Publication date: 8 August 2005

Stanley M. Gully and Jean M. Phillips

The purpose of this chapter is to extend research and theory on learning and performance orientations to multiple levels of analysis. We begin by introducing a model…

Abstract

The purpose of this chapter is to extend research and theory on learning and performance orientations to multiple levels of analysis. We begin by introducing a model describing the impact of individual learning and performance orientations on attentional focus, response to failure, experimentation, and motivation, and identify potential sources of these orientations. We then describe how learning and performance orientations are linked to incremental and profound change, and theoretically based propositions are presented to guide future research efforts. Leadership, organizational learning, and strategic human resource management are discussed in relation to the model, and implications of the framework for future research and practice are revealed.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-0-76231-215-3

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Article
Publication date: 9 July 2020

Najam Ul Zia

This study aims to examine the association of knowledge-oriented leadership (KOL), knowledge management (KM) behaviour and innovation performance in project-based small…

Abstract

Purpose

This study aims to examine the association of knowledge-oriented leadership (KOL), knowledge management (KM) behaviour and innovation performance in project-based small and medium-sized enterprises. It investigates the moderation of goal-orientation in the relationship of KOL with knowledge-acquisition, transfer, documentation and application.

Design/methodology/approach

Data are collected from 215 employees in 32 small project-based software firms in Pakistan. Partial least square is used to test the hypotheses.

Findings

KOL is positively associated with KM behaviour and innovation performance. KM mediates the relationship of KOL and innovation performance. Furthermore, goal orientations play a moderating role in the relationship of KOL with knowledge acquisition, transfer and application activities.

Originality/value

This study extends the literature on knowledge-based dynamic capabilities, by examining the relationship of KOL, KM behaviour and project-based innovation performance. Investigating the moderation of goal-orientation in the relationship of KOL with KM behaviour is also an original contribution.

Details

Journal of Knowledge Management, vol. 24 no. 8
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 14 September 2015

Annie Chen, Norman Peng and Kuang-peng Hung

The purpose of this paper is to examine the performance of salespeople when selling new products (namely, electronic goods) in a business-to-business context by…

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1353

Abstract

Purpose

The purpose of this paper is to examine the performance of salespeople when selling new products (namely, electronic goods) in a business-to-business context by incorporating the organizations’ perceived psychological climate into goal orientation theory.

Design/methodology/approach

The current study uses the goal orientation theory to examine the performance of 158 salespeople based on new electronic product sales. Organizational psychological climate perceptions (i.e. customer orientation, sales supportiveness and sales innovativeness) are included as variables that can moderate salespeople’s performance. This study used partial least squares to examine its proposed model.

Findings

This study found that the learning goal orientation and the performance-prove goal orientation positively affect salespeople’s self-efficacy to sell new products, whereas a performance-avoid goal orientation negatively affects efficacy. In addition, new product selling self-efficacy itself has a positive influence on new product sales performance. As for the moderator, sales supportiveness and customer orientation have the ability to moderate the relationship between self-efficacy and performance.

Practical implications

This study has implications for sales managers or product managers who are responsible for promoting new products. First, this study’s findings suggest that managers should consider employing performance-prove goal-oriented staff and learning goal oriented staff to sell new products. Second, management can attempt to develop a more supportive climate for the sales team, such as assisting the team in obtaining needed resources from other departments. Finally, management needs to let salespeople know that they are doing their best to understand what new products existing and potential customers will need in the near future.

Originality/value

This current research is one of the first to examine how the perceived psychological climates of organizations (i.e. sales supportiveness, sales innovativeness and customer orientation) may moderate salespeople’s performance when selling new products. Second, this research examines how different types of goal orientation affect salespeople’s self-efficacy when selling new products. Previous results have not always been consistent regarding the influence of a performance-prove goal orientation. Last but not least, this study tests how new product selling self-efficacy mediates the relationships between goal orientations and new product sales performance as scholars have suggested that more research into the mediating role of self-efficacy is needed.

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European Journal of Marketing, vol. 49 no. 9/10
Type: Research Article
ISSN: 0309-0566

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Article
Publication date: 1 October 2004

Charles M. Carson, Don C. Mosley and Scott L. Boyar

This paper explores the role of individual goal orientation on the self‐management work process and how individual goal orientation may impact self‐managed work team…

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3785

Abstract

This paper explores the role of individual goal orientation on the self‐management work process and how individual goal orientation may impact self‐managed work team (SMWT) effectiveness. Supervisory encouragement, team member goal orientation, and work team behaviors are included in a conceptual model of work team effectiveness. Propositions addressing the relationships between goal orientation, encouraging supervisory behaviors, and self‐managed work team effectiveness are offered and practical implications addressing the usage of goal orientation as a selection tool for self‐managed work teams and the need for external supervisors to encourage certain work team behaviors to promote work team effectiveness are discussed.

Details

Team Performance Management: An International Journal, vol. 10 no. 7/8
Type: Research Article
ISSN: 1352-7592

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Article
Publication date: 10 February 2012

Marcello Russo

The purpose of this paper is to test a model in which diversity in goal orientation is associated with decreased team performance by virtue of reduced group information…

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5383

Abstract

Purpose

The purpose of this paper is to test a model in which diversity in goal orientation is associated with decreased team performance by virtue of reduced group information elaboration. In addition, the model considers the moderating role of internal team environment.

Design/methodology/approach

The paper takes the form of an empirical research in which the hypothesized relationships are investigated using hierarchical multiple‐regression analyses.

Findings

The findings show that teams high in diversity in goal orientation report lower levels of performance because of the lower group information elaboration. However, in the presence of a supportive team environment the negative relationship of diversity in goal orientation on group information elaboration are reduced.

Research limitations/implications

The paper is based on a cross‐sectional design.

Practical implications

The paper suggests management should consider goal orientation in team building, and provide interventions to improve team environment.

Social implications

Diversity has relevant consequences on interpersonal relations, decision‐making processes, and team performance. The results of the present study suggest ways in which teams might leverage the benefits of diversity and reduce coordination problems associated with it.

Originality/value

This study contributes to the diversity team literature by expanding Nederveen‐Pieterse and colleagues' research on diversity in goal orientation by emphasizing the role of internal team environment as moderator in the relationship between diversity in goal orientation and group information elaboration.

Details

Equality, Diversity and Inclusion: An International Journal, vol. 31 no. 2
Type: Research Article
ISSN: 2040-7149

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Article
Publication date: 31 January 2020

Muhammad Iskandar Hamzah, Abdul Kadir Othman and Faridah Hassan

The purpose of this paper is to examine whether individual market orientation facilitates the development of learning orientation before influencing business-to-business…

Abstract

Purpose

The purpose of this paper is to examine whether individual market orientation facilitates the development of learning orientation before influencing business-to-business (B2B) salespeople’s performance within the banking industry.

Design/methodology/approach

Data were gathered from 539 B2B salespeople from 18 licenced local and foreign financial institutions in Kuala Lumpur, Malaysia, by means of a structured survey. The individual market orientation (I-MARKOR) scale was used to measure their market-oriented behaviour specifically in terms of information acquisition, information dissemination and coordination of strategic response. The data were analyzed using confirmatory factor analysis via structural equation modelling to examine the hypothesized relationships.

Findings

Information Dissemination and Coordination of Strategic Response are reported to impose significant intervention effects on the relationship between learning orientation and job performance. Salespeople who embrace positive learning values are in a favourable position to disseminate and respond to new market information. Subsequently, these behaviours helped them to achieve higher levels of job performance.

Practical implications

By assessing and profiling the market-oriented behaviour of their salespeople, firms will be able to focus on the right competencies training and market-focussed performance appraisal.

Originality/value

This paper contributes to the enrichment of the existing literature on individual market orientation and learning orientation by proposing a model that was empirically tested to be a valid and reliable predictor of job performance.

Details

Journal of Business & Industrial Marketing, vol. 35 no. 4
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 4 March 2014

Sut I. Wong Humborstad, Christina G.L. Nerstad and Anders Dysvik

The purpose of this paper is to investigate the possible curvilinear relationship between empowering leadership and individual in-role and extra-role work performance and…

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7097

Abstract

Purpose

The purpose of this paper is to investigate the possible curvilinear relationship between empowering leadership and individual in-role and extra-role work performance and the potential moderating role of individual goal orientations.

Design/methodology/approach

Hierarchical regression analyses were conducted based on data from 655 certified accountants. Leaders' empowering behavior was measured using Ahearne et al.'s scale. Mastery and performance goal orientations were measured using items from VandeWalle. In-role work performance was measured via a ten-item scale developed and used by Kuvaas and Dysvik. Organizational citizenship behavior was measured using items validated by Van Dyne and LePine.

Findings

Too little empowerment might have a negative or limited impact – or none at all – on individual in-role and extra-role work performance. In addition, individual mastery orientation positively moderates these curvilinear relationships.

Research limitations/implications

Empowering leadership-employee performance relationships are not necessarily linear. The present study provides an alternative explanation to the somewhat inconsistent findings in the current literature.

Practical implications

Due to the curvilinear nature of empowering leadership, leaders should not just casually adopt this leadership style but ensure that they implement it at high levels with clear clarification of the goals and work roles.

Originality/value

Even though empowering leadership is important to individual performance, scant research has explored whether and when empowering leadership could be detrimental. This study provides an additional view to empowerment research by examining the potential curvilinear influence of empowering leadership.

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Article
Publication date: 2 October 2017

Yu-Tse Lin

The purpose of this study is twofold: to analyze sales managers’ person-focused and process-focused supervisory feedback as a potential goal-orientation antecedent, and to…

Abstract

Purpose

The purpose of this study is twofold: to analyze sales managers’ person-focused and process-focused supervisory feedback as a potential goal-orientation antecedent, and to examine the relationship between different types of sales personnel goal orientations and two aspects of job performance: behavior-based and outcome-based. Based on previous sales motivation research, the authors look at the antecedents and outcomes of sales representatives’ goal orientation.

Design/methodology/approach

A cross-sectional survey design was used with a sample consisting of 326 pairs of sales reps and their supervisors. Average sales position tenure was 5.30 years.

Findings

Sales representatives’ performance-prove goal orientation (PPGO) can be triggered by positive person-focused feedback from their managers, and performance-avoid goal orientation (PAGO) can be triggered by negative person-focused feedback. A learning goal orientation (LGO) can be triggered by positive process-focused feedback. The authors also found that when job performance is broken down into outcome-based and behavior-based components, the process by which goal orientation influences performance is more easily determined. PPGO sales reps in the sample clearly focused more on outcome-based performance, while PAGO sales reps focused on behavior-based performance. LGO was only associated with behavior-based performance among the respondents, meaning that it cannot be used as a predictor of outcome-based performance.

Research limitations/implications

First, a cross-sectional design may not be the best method for judging variable directions of causality. A longitudinal method is recommended for more detailed research. Second, the variance the authors noted in the three goal orientations may be due to impression management. Previous researchers have not addressed response bias regarding goal orientation; future researchers may want to add social desire response items to control for response bias from impression management.

Practical implications

The findings can help sales managers understand how their feedback styles can result in different types of goal orientation and different effort allocation in their sales staff. Managers interested in developing PPGO sales reps should offer more whole-person praise. Since negative person-focused feedback can trigger more conservative behaviors, they should use other approaches to criticizing their employees. If their goal is to promote individual learning in sales personnel, they will want to give process-focused feedback, either positive or negative.

Originality/value

This study contributes to the literature on the external influences of goal orientation, especially the effects of social (rather than institutional) factors in manager feedback on goal orientations among their sales staffs. To the authors’ knowledge, this is the first attempt to study relationships between three types of goal orientations and various performance dimensions. The data clarify the links between two types of performance (outcome- and behavior-based) and three types of goal orientations (PPGO, PAGO and LGO).

Details

Journal of Business & Industrial Marketing, vol. 32 no. 8
Type: Research Article
ISSN: 0885-8624

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