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Scholars and professionals are interested in studying customer value in fast-food restaurants. Previous research on the customer value of fast-food restaurants mainly measured the dimensions and relationships of the customer value. However, the research has not examined a method for identifying sources of customer value in fast-food restaurants. Therefore, this study used customer orientation to find customer needs and generate customer value in fast-food restaurants.

This study presents a conceptual framework with six constructs. A questionnaire was used to gather empirical data from fast-food restaurant customers in Greater Cairo, Egypt. The suggested framework was evaluated using confirmatory factor analysis, reliability and validity analysis, standardized path coefficients and regression-based moderation analysis.

This study found that proactive customer orientation has a substantial direct and positive impact on customer perceived value. Customer perceived value is also positively influenced by responsive and proactive customer orientations, with customer desired value change intensity acting as a moderator. Customer perceived value substantially impacts customer satisfaction, and the latter substantially affects behavioural intention.

This study offers several suggestions for managers of fast-food restaurants on how to employ customer orientation to find current, latent and future customer desires to provide customer value.

This is the first research in the hospitality industry to demonstrate how responsive and proactive customer orientation may be used to recognize customer needs and provide the desired customer value.

Recent studies have conceptualized market orientation into two distinct components, responsive and proactive market orientation. The purpose of this paper is to examine the environmental antecedents that lead to the adoption of a responsive or proactive market orientation.

Drawing upon the market orientation literatures, and using theory derived from environment strategy research as a starting point, a conceptual model is developed in which environmental factors are antecedent variables influencing the responsive and proactive market orientation. To test the conceptual model, data were collected from 308 companies across a wide range of industries.

The results show that responsive market orientation is positively related to market turbulence, technological turbulence and competitive intensity. On the contrary, proactive market orientation is negatively related to market turbulence, technological turbulence, and competitive intensity.

The paper makes a theoretical contribution in that it extends the market orientation literature and examines what environmental antecedents affect responsive and proactive market orientation. The paper also makes some managerial recommendations.

Studies have shown that customer orientation has a substantial impact on a business's success. This study examines the effects of positive personality on salespeople's proactive customer orientation (PCO) and responsive customer orientation (RCO) by incorporating the effects of job enthusiasm and transformational leadership.

A questionnaire survey is conducted. A total of 511 questionnaires are received from Taiwan's life insurance salespeople. Partial least squares (PLS) regression is used to test the hypotheses.

The results show that positive personality influences PCO and RCO both directly and indirectly through job enthusiasm. The effect of transformational leadership is also found to be significant. Financial service companies should be concerned about the important role of positive personality and transformational leadership in promoting job enthusiasm, PCO and RCO among salespeople.

Previous studies mostly focused on the direct relationship between customer orientation and organizational outcomes, neglecting the role of individual personality. This gap leaves us wondering how a positive personality influences a salesperson's proactive and responsive customer orientation. To the authors' knowledge, this is the first study to examine the mechanisms of a positive personality, job enthusiasm, and transformational leadership on salespeople's PCO and RCO.

To successfully create customer value, firms must use coherent market strategies and perform value-creating activities that enable them to develop solutions to customers’ needs. However, as firms exhibit differences in how they approach value creation, their market strategies will also differ. These differences among market strategies can be described through different combinations of proactivity and responsiveness, representing each firm’s value-creation logic. This study aims to increase understanding of how firms can improve the effectiveness of their market strategies by considering their associated value-creation logics.

The authors conceptualize market strategies as coherent sets of value-creating activities. While the types of activities within a market strategy are driven by a firm’s strategic orientations, how these activities are performed is influenced by its value-creation logic. With this as the foundation, the authors develop a conceptual typology of archetypal market strategies based on the different value-creation logics that influence them.

The authors propose four distinct market strategies – habitual, visionary, adaptive and ambidextrous – representing unique ways in which value-creation logics influence the formation of market strategies. Furthermore, the authors highlight the need for activities to reflect consistent value-creation logics to create coherent market strategies and the authors provide an exploration of the activities that enable firms to implement different types of market strategies.

The typology expands the concept of market strategy, introducing the idea of a value-creation logic of proactivity and responsiveness, and thus demonstrating the need for more in-depth consideration of the value-creating activities that constitute market strategies to better understand how firms can create superior customer value.

Because of relatively short product life cycles, radical product innovation has more significant influences on firms' competitive advantages in dynamic environments. Past studies identified various cultural characteristics of a firm, which are key drivers of developing radical product innovation on an ongoing basis. However, few studies have investigated the interaction between organizational culture and external market feedback in developing radical product innovation.

To address the identified research gaps, this empirical research began by presenting conceptual foundations that lead to the hypothesized model and then analyzed survey data from 201 original equipment manufacturer suppliers in search of evidence supporting the hypotheses.

The results suggested that a supplier's entrepreneurial orientation and long-term orientation significantly and positively affected proactive market orientation, with proactive market orientation significantly and positively correlated with radical product innovation. The study confirmed that a proactive market orientation is essential in order for entrepreneurial orientation and long-term orientation to affect radical product innovation. Additionally, this study found that supplier–customer electronic integration has a moderating effect on proactive market orientation and radical product innovation.

Radical product innovation is a topic of great interest for both academia and industry, yet a comprehensive conceptual framework for its antecedents is still lacking. To fill this theoretical gap, the present study extended the studies on radical product innovation and examined the relationship between different strategic orientation types in terms of supplier–customer strategic behaviors to determine how suppliers enhance radical product innovation.

Drawing from resource-based theory, the authors aim to study how and under what conditions small- and medium-sized enterprises (SMEs) capitalise on their proactive entrepreneurial behaviour (PEB) to achieve new product development (NPD) performance.

The authors’ data were drawn from a cross-sectional questionnaire survey of 401 UK-based SMEs in the manufacturing sector.

The authors identify an upward curvilinear relationship between PEB and NPD performance. Taking a step further, the authors propose and confirm that this curvilinear association arises from, in part, SMEs’ innovation capability, which in turn translates into NPD performance. The authors also find that this upward curvilinear relationship between PEB and innovation capability flips to a downward curvilinear relationship when firms pursue a customer and competitor orientation.

This paper looks beyond the linear relationship that exists among entrepreneurial behaviour, market orientation and innovation outcomes.

This study aims to extend the existing base of knowledge of proactive and reactive market orientation and innovation capability by testing their impact on the export performance of emerging-market small- and medium-sized enterprises (SMEs) in a Latin American context.

This paper is a replication study, and its data were collected through a survey answered by general, marketing, sales or export managers at 155 Mexican SMEs. The research model was tested using partial least squares.

The study results indicate that innovation capability and reactive market orientation are drivers of export performance in Latin American SMEs. Moreover, proactive market orientation has been found to have an indirect effect on export results.

This study highlights to managers of Latin American SMEs the importance of capability development and deployment to improve export performance.

SMEs enabled by strategic and technological innovation based on current and latent customer needs can advantageously perform in foreign markets and can drive economic growth and social and human development in Latin America.

Recent studies have focused on emerging-market enterprises and the necessity of developing dynamic capabilities to achieve internationalisation. This study extends previous research by assessing the robustness and generalizability of drivers in export performance for manufacturing SMEs in Latin America. In particular, it provides empirical insights on the capabilities to develop by Latin American SMEs to achieve better export performance.

The purpose of this paper is to clarify how responsive market orientation (RMO) and proactive market orientation (PMO) create competitive advantage.

Nonlinear and interaction effects are tested by applying hierarchical regression analysis to a sample of 272 Colombian manufacturing companies.

The results show that although market orientation promotes the competitive advantage of a business, both approaches – responsive and proactive – exhibit saturation effects and a positive interaction.

The main limitation of this study is the cross-sectional design and the use of a single source for data collection. It is suggested that future research includes different orientations combined with these two market orientations – responsive and proactive – for achieving competitive advantage. In addition, further studies could replicate this analysis for different environmental conditions.

This paper simultaneously evaluates the nonlinear and complementary effects of RMO and PMO. From a strategic standpoint, it presents an empirical confirmation of the familiarity trap, the failure trap and the positive effects of combining RMO and PMO.

This study aims to examine the effect of chief executive officer (CEO) integrity on organizations’ strategic orientation. The authors propose that CEOs who have high degrees of integrity tend to negatively influence each of the three core dimensions of entrepreneurial orientation (EO) – innovativeness, proactiveness and risk-taking. They also argue that this impact of CEO integrity is likely to be stronger for overconfident CEOs and the CEOs with high power. Furthermore, this negative relationship is expected to attenuate when the firm has high customer orientation and when the CEO is compensated with high equity-pay ratio.

Seemingly unrelated regression analysis was conducted on panel of 741 firm-year observations of 213 firms across 2014–2017. CEO integrity and each of the three dimensions of EO were measured using content analysis of CEOs’ letters to shareholders. CEO power was measured using CEO stock ownership and CEO duality. CEO overconfidence was measured by using options-based measure. Customer orientation was measured by using content analyses on annual reports. CEO equity-pay based ratio was measured as sum of value of stock and option awards divided by CEO’s total compensation. This study considered alternative measures and performed treatments for potential endogeneity, sample selection bias and outliers.

The research findings conclude that organizations with CEOs who have high integrity tend to have lower levels of all sub-dimensions of EO – innovativeness, proactiveness and risk-taking. Further, the results indicate that the negative effect that CEO integrity has, affects one of its dimensions – proactiveness, such that the relation is strengthened when the CEO has high power and is highly overconfident. This negative effect weakens when the CEO is compensated with high equity-pay ratio. The results also indicate that the negative effect of integrity and innovativeness and risk-taking weakens when the firm has high customer orientation.

The research contributes to upper echelon theory literature by adding to the discussion of how business executives’ psychological traits map onto firm behavior. This research also finds common ground between literature on innovation and upper echelons, contributing to awareness about the drivers of firms’ EO.

This research addresses the question of firm relation to EO by highlighting that firms’ EO is also shaped by the psychological traits of their CEOs and the interaction of these traits with CEOs’ cognitive biases. Thus, board members of firms led by CEOs with high integrity can limit CEO’s risk-averse behavior by focusing on their training and by creating incentive systems. It is also advantageous for CEOs to understand that integrity is a double-edged sword, thus leveraging the strengths of their integrity, while simultaneously using tools such as training to diminish its negative aspects.

This paper fulfils a twofold identified need to: study the antecedents of each of the three dimensions of EO, not limited to corporate governance; and unearth the counterproductive behaviors associated with bright traits that make up their dark side

The purpose of this paper is to examine the direct impact of proactive customer orientation (PCO) and responsive customer orientation (RCO) on word-of-mouth (WoM) and cross-buying (CB). Further, this study tests the mediating role of perceived value (PV) in the relationship between customer orientation (CO) (PCO and RCO) and WoM as well as CB in the context of retail banking in an emerging market, India.

The authors used cross sectional survey research design to collect data from 443 customers of retail banks in India. The authors analyzed the data using IBM AMOS 23.0 taking structural equation modeling approach to test the hypothesized relationships.

The findings of the study suggest that PCO positively influences CB but there is no significant relationship between PCO and WoM. RCO positively influences WoM and CB. PV partially mediates the relationship between RCO and WoM as well as CB. PV does not mediate the relationship between PCO and WoM or the relationship between PCO and CB.

This study shows that managers need to focus on proactive as well as RCO. Further, managers need to adopt RCO in order to ensure cross-buying and promote WoM recommendations by customers. By practicing PCO managers can promote CB. Also, managers will be able to enhance CB and promote WoM recommendations if the value delivered by the bank is perceived to be adequate by customers.

This study contributes to current knowledge in retail banking by testing the relationship between CO and CB as well as WoM through data obtained from customers in an emerging economy. This study also tests the mediating role of PV for the above-mentioned relationships.