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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.

This study aims to consider that a proactive‐ and responsive‐market orientated firm is able to align with the development of radical (exploratory) innovations as well as incremental (exploitative) innovations to realize its organizational ambidexterity.

The paper is based on a questionnaire survey/analysis of a sample of 227 high‐technology firms in Taiwan.

The research findings reveal that both types of market orientation provide different managerial efforts to develop and foster different types of innovation competencies; and then, those effects would be moderated through external and organizational factors.

Through the deployment of ambidextrous structures, managers could effectively arrange the portfolio of product‐markets with an array of proactive‐ and responsive‐ market orientation to align the potential conflicts concerning the exploration and the exploitation.

This study is a pioneer in the field that reveals how a proactive‐ and responsive‐ market orientated firm could systematically operate to accomplish its ambidexterity of innovations.

This study aims to examine the role of responsive market orientation and proactive market orientation in product innovation performance directly and indirectly via innovativeness, as well as the moderating effect of environmental turbulence in the market orientation‐product innovation performance link among Chinese manufacturing firms.

A questionnaire survey was conducted among 227 manufacturing firms in mainland China. A total of 11 hypotheses related to responsive and proactive market orientation, innovativeness and new product success as well as moderating environmental variables are examined by structural equation modeling and hierarchical regression techniques.

The research results show that: both proactive market orientation and responsive market orientation have a positive total effect in improving product innovation performance; the direct path dominates the total effect of responsive MO on new product success, while proactive MO impacts product innovation performance primarily via innovativeness as a mediating variable; and the role of responsive market orientation in new product success is more significant under stable technological and market conditions, while proactive market orientation improves product innovation performance to a greater extent under turbulent technological and market conditions.

The research examines the relationship among responsive and proactive MO, innovativeness and new product success as well as potential environmental moderators, thus contributing to market orientation literature theoretically. In addition, relevant implications are provided for management as to how to improve product innovation performance.

This paper aims to draw on a knowledge-based view to emphasize that internal technological and market knowledge is critical to developing absorptive capacity.

This is a conceptual paper, which draws on recent transformations of management practices. Thus, the paper builds on prior academic contributions.

Firms increasingly establish innovation processes that involve an active acquisition of external technologies, often through alliances and licensing. To explain differences across firms in external knowledge acquisition, marketing and product innovation researchers have recently adopted a process perspective of absorptive capacity, which refers to a firm’s ability to explore, retain and exploit external knowledge. This paper develops a conceptual framework with propositions relating technology orientation, responsive market orientation and proactive market orientation to the three process stages of absorptive capacity under different conditions of environmental dynamism.

Beyond the relevance of technology and market orientation for fostering internal innovation, this paper points to their importance for successfully acquiring external technological knowledge. In light of increasingly open innovation processes, absorptive capacity is an essential complement to internal innovation in linking technology and market orientation to firm performance.

Why do some small and medium-sized enterprises (SMEs) explore more while others exploit further? What are the driving forces of their exploratory and exploitative innovation? These are intriguing questions worthy of in-depth research. The purpose of this paper is to crack these problems from both objective (i.e. organizational slack) and subjective (i.e. market orientation) perspectives. Specifically, the paper examines the effects of unabsorbed and absorbed slack on exploratory and exploitative innovation and the mediating roles played by proactive and responsive market orientation.

The authors collected data from 214 SMEs in several industries of China. These businesses were located in the city of Shanghai and the provinces of Jiangsu and Zhejiang in the southeastern part of China. The survey method was used to test the hypotheses.

Results reveal that unabsorbed and absorbed slack could affect exploratory and exploitative innovation. Proactive and responsive market orientation are related to unabsorbed and absorbed slack, exploratory and exploitative innovation, and they play the roles of mediators in two sets of the relationships.

This research presents several profound insights for venture capitalists regarding to making investment decisions and for the entrepreneurs of SMEs in terms of how much resource slack they should gain and retain to reach intended level of exploratory and exploitative innovation. Some of the limitations of this study relate to the single respondent in each firm, lack of examination on relevant contextual factors and potential moderators.

This study addresses the gaps in the literature by exploring the mechanisms underlying the effects of different kinds of organizational slack on the two elements of ambidextrous innovation in non-large-scale businesses in a non-Western cultural setting.

Shifting demand and ever-shorter production cycles pressure manufacturing flexibility. Although the literature has established the positive effect of the firm's absorptive capacity on manufacturing flexibility, the separate role of the innovation competencies of exploitation and exploration in such a relationship is still under-investigated. In this study, the authors examine how these competencies affect manufacturing flexibility.

The authors use survey data from 370 manufacturing firms and analyze them using covariance-based structural equation modeling (CB–SEM).

The results indicate that absorptive capacity has a strong, positive and direct effect on exploitative and exploratory innovation competencies, proactive and responsive market orientations, and manufacturing flexibility. The authors’ findings also demonstrate that the exploitative innovation competencies mediate the relation between responsive market orientation and manufacturing flexibility. Essentially, these exploitative innovation competencies produce a direct positive effect on manufacturing flexibility while simultaneously being a vehicle for absorptive capacity's indirect effects on it. An exploration innovation strategy does not significantly affect manufacturing flexibility.

This study contributes by combining key strategic features of firms with manufacturing flexibility, while providing new empirical evidence of the mediation of the exploitative innovation competencies in the relation between responsive market orientation and manufacturing flexibility.

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 seeks to draw on the strategy implementation approach and the resource‐based view of the firm (RB theory) to investigate the relationships among competitive strategies (i.e. differentiation and cost‐leadership), responsive market orientation (RMO), proactive market orientation (PMO) and firm performance. The purpose is to show that competitive strategies have a significant effect on market orientation and market orientation has a significant effect on firm performance.

The paper designed a mail‐survey that was sent to senior executives, which resulted in 189 usable surveys. Data were analysed using partial least squares (PLS) to test the hypotheses.

The findings show that both competitive strategies influence RMO and PMO, which then influence firm performance. However, the results show that differentiation strategy has a stronger influence on RMO and PMO than cost‐leadership strategy, and that PMO has a stronger influence on performance than RMO.

The study examined one set of capabilities (RMO and PMO); research opportunities exist for identifying other firm capabilities (e.g. organisational learning) and their relationships with competitive strategies.

Strategy implementation is a valid route to firm performance. Therefore, marketing managers must simultaneously develop competitive strategies and RMO and PMO to obtain increased firm performance outcomes.

The study conceptualises market orientation as RMO and PMO, and suggests that this treatment of market orientation is important in understanding its role in the competitive strategies of firms and consequent firm performance.

This study aims to examine whether the types of eco-market orientation (eco-proactive market orientation and eco-responsive market orientation) result in green knowledge acquisition and positive organizational outcomes (green customer satisfaction [GCS], green brand image [GBI] and green value-based competitiveness [GVC]). The study further aims to explore the mediation role of green business practices in the relationship between the types of eco-market orientation and organizational outcomes.

Questionnaire was used to garner data from managers from Ghanaian hospitality firms. The hypothesized relationships were tested using partial least square structural equation modeling.

The result confirms the notion that although both eco-proactive market orientation and eco-responsive market orientation contribute significantly to enhancing the acquisition of green knowledge, eco-responsive market orientation has a strong effect on green knowledge acquisition. Also, the outcome of the mediation analysis proves that green business practices (GBPs) play an important indirect role in the relationship between eco-market orientation (eco-proactive market orientation and eco-responsive market orientation), GCS, GBI and GVC.

Anchored on the resource advantage theory and natural resource-based view theory, this study offers a fresh contribution to marketing and environmental management literature by developing a unified research model that explores the mediation roles of GBPs between the types of eco-market orientation (eco-proactive market orientation and eco-responsive market orientation), GCS, GBI and GVC.

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.