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This study intends to understand if managerial coaching, a sustainable competitive strategy, has an impact on sales performance, through customer and results orientation of the salesforce. It also aims to investigate whether pressure for results, one of the predominant demands in organizations today, and the centralisation of decisions, a traditional management demand still present in several organizations, undermine the effect of coaching on performance.

The 167 responses collected, through the distribution of questionnaires among workers in the commercial area, were analysed through a structural equation model using the partial least square (PLS) technique.

The results of this study confirm that managerial coaching has a positive impact on sales force performance through customer and results orientation, with customer orientation having a greater impact on performance. It was also found that centralised decision-making and pressure for results do not undermine the relationship between managerial coaching and performance, and they even reinforce the positive impact of results orientation on performance.

Managerial coaching practices can impact sales, especially when associated with customer orientation, freeing employees from the pressure for results and the centralisation demands. This scenario favours a more sustainable and emancipatory sales force management.

This study is the first to integrate organizational demands, namely pressure for results and centralisation, to better understand the effect of managerial coaching on sales performance, through customer and results orientation, thereby extending previous research on this topic.

Recently, banks have focussed on teaching marketing skills, especially customer orientation. This issue, according to previous studies, has led to improved employee and bank performance. In this regard, Tejarat bank (an Iranian Bank) also organised specialised customer orientation courses for its employees with the help of the Iranian Scientific Marketing Association. Consequently, the purpose of this study is to examine the effect of customer orientation coaching on employee’s individual performance and financial and non-financial performance of the bank.

Accordingly, by using theoretical foundations, this study attempted to present a comprehensive conceptual and theoretical model on the effect of customer orientation coaching on employee and bank performance. The structural equation modelling was run to test the relevant hypotheses.

The results showed the significant effect of customer orientation coaching on employee performance either directly or indirectly. Customer orientation, competitor orientation, sales orientation and the long-term orientation of the employees were mediating factors between customer orientation coaching and employee performance. The effect of employee’s performance on the financial and non-financial performance of the bank was also significant.

These results help to understand the importance of coaching for developing customer orientation and perception about competitor orientation, sales orientation and long-term orientation of employees and their effect on individual and organisational performance.

The purpose of this paper is to contribute to the literature on customer orientation by developing and empirically testing a model that attempts to explain the elements that constitute customer orientation and that, in turn, influence customer satisfaction. In particular, this study focuses on how service firms design, collect, analyse and use customer-satisfaction data to improve service performance. This study has the following three research objectives: to understand the process and, as a consequence, the phases of customer orientation; to investigate the relationships between the different phases of customer orientation and customer satisfaction; and to examine activities in the different phases of customer orientation that result in higher customer satisfaction.

This study, combining quantitative and qualitative research, is based on a cross-sectional survey of 320 service firms and a multiple case study of 20 organisational units at a large service firm in the European telecom industry.

The results show that customer orientation consists of a process that includes three phases: strategy, measurement and analysis and implementation. Contrary to previous research, implementation has the strongest influence on customer satisfaction. In turn, customer satisfaction influences financial results. In-depth interviews with managers provided insights into the specific activities that are key for turning customer-satisfaction measurements into action.

This research contributes to the literature on customer orientation by developing and empirically testing a model that attempts to explain what constitutes customer orientation and, in turn, influences customer satisfaction and financial results. Given the large amount of research on customer satisfaction, studies on how service firms collect and use customer-satisfaction data in practice are scarce.

This study utilises a person‐oriented view to examine what kind of motivational orientations employees have, and how they contribute to their well‐being. Two separate studies were carried out. A total of 286 white‐collar workers employed in a public sector educational institution in a middle‐sized town in Central Finland participated in the first study (116 men and 170 women). All the participants filled in Little's Personal Project Analysis and burnout inventory, a work ability index, Beck's Depression and Diener's Satisfaction with life scales. Analysis of the results found four motivational orientations, work‐, self‐, hobby‐ and health‐orientations among the employees. The work‐orientation was related to burnout and low working ability, the self‐orientation was related to depression and burnout, and the hobby‐ and health‐orientations were related to high life‐satisfaction. Study 2, conducted among 186 IT workers replicated the main results. The results are discussed in relation to workaholism and well‐being at work.

Fiber reinforced additive manufacturing (FRAM) is an emerging technology that combines additive manufacturing and composite materials. As a result, design freedom offered by the manufacturing process can be leveraged in design optimization. The purpose of the study is to propose a novel method that improves structural performance by optimizing 3D print orientation of FRAM components.

This work proposes a two-part design optimization method that optimizes 3D global print orientation and topology of a component to improve a structural objective function. The method considers two classes of design variables: (1) print orientation design variables and (2) density-based topology design variables. Print orientation design variables determine a unique 3D print orientation to influence anisotropic material properties. Topology optimization determines an optimal distribution of material within the optimized print orientation.

Two academic examples are used to demonstrate basic behavior of the method in tension and shear. Print orientation and sequential topology optimization improve structural compliance by 90% and 58%, respectively. An industry-level example, an aerospace component, is optimized. The proposed method is used to achieve an 11% and 15% reduction of structural compliance compared to alternative FRAM designs. In addition, compliance is reduced by 43% compared to an equal-mass aluminum design.

Current research surrounding FRAM focuses on the manufacturing process and neglects opportunities to leverage design freedom provided by FRAM. Previous FRAM optimization methods only optimize fiber orientation within a 2D plane and do not establish an optimized 3D print orientation, neglecting exploration of the entire orientation design space.

In the current customer‐centred business environment, organisations are adopting market‐oriented behaviour in an effort to enhance their value creation and delivery capabilities. This study seeks to investigate whether supplier market orientation leads to the creation of superior supplier perceived value and organisational performance. It is contended that supplier perceived value creation mediates the relationship between market orientation and business performance.

A model was developed that places supplier perceived value creation as a mediator of the relationship between market orientation and business performance. The model was tested using structural equation modelling on 244 fresh produce suppliers interviewed in face‐to‐face interviews.

The results indicate that, whilst customer orientation enhances supplier perceived value creation, competitor orientation and interfunctional coordination were negatively associated with it. Supplier perceived value creation had a mediating effect on the link between market orientation and business performance. Additionally, supplier perceived value creation had a negative effect on financial performance, but was positively related to marketing performance.

The study indicates that not all market orientation components lead to positive effects on business performance. For some organisations market orientation can actually reduce business performance. Thus managers should specifically be careful to implement customer orientation as a way of enhancing business performance as the costs may outweigh the benefits.

Limited work has investigated the role of supplier perceived value creation and research has called for empirical work on mediators of the market orientation‐business performance link. The paper adds to existing knowledge by unveiling how supplier market orientation influences their ability to conceptualise supplier delivered value.

The purpose of this paper is to explore the nature of market orientation that exists in the Islamic financial institutions. The study further aims at identifying the antecedents and consequences of such market orientation.

Considering the explorative nature, the study uses qualitative research approach, collecting data in words using in-depth interview technique, drawing sample from Islamic financial institutions of both Bangladesh and United Arab Emirates. Data were coded and categorized using inductive reasoning method and similar responses were identified from a prepared data matrix. The results were presented in a narrative way using simple frequency for the agreements and disagreements of respondents considering “street language” without being mediating the meaning of the responses.

A different nature of market orientation called Islamic market orientation has been identified by the results of the study. The study identifies five elements (orientation on Islamic customer, orientation on information, orientation on integration, orientation on competition, and finally orientation on responsiveness) that embody the formation of Islamic market orientation. The study also identifies a different set of antecedents (attitude toward Islamic values, Islamic leadership, risk partaking, inter-relationships, government legislations, and management training) that are responsible for determining the extent of Islamic market orientation. The study further identifies a set of consequences (profitability, customer satisfaction and retention, gaining new customers, increase of employees’ team spirit and satisfaction, service quality improvement, increase of market share, and increase of work efficiency) when market-oriented behavior is being adopted by the Islamic financial institutions.

To the best of the knowledge of the authors of this study, the results offer a different kind of market orientation along with its antecedents and consequences which can be considered as completely original and unique.

The purpose of this study was to explore the impact of internal and external market orientations on monetary and non-monetary performances of non-conventional Islamic financial institutions. This study further aimed at proposing a conceptual framework, testing it and examining relationships among the variables.

Data for this study were collected from 132 branches of 11 non-conventional financial institutions in Bangladesh using a closed-ended questionnaire. The study considered a structural equation modeling approach for testing the proposed model. A two-step procedure was used for this purpose. First, a measurement model was analyzed through a confirmatory factor analysis; second, the structured model was evaluated to examine relationships between the constructs. Data used in this study confirmed the adequate reliability, convergent and discriminant validity.

The results of the study met the expectations and provided an evidence that both monetary and non-monetary business performances are functions of internal and external market orientations’ efforts. As the results are reported, all three components of internal market orientation, e.g. internal intelligence generation, dissemination and responsiveness, were found to be statistically significant and positively related to monetary and non-monetary performances, except internal intelligence responsiveness with employees’ team spirits. The study also revealed a significant relationship between all three external market orientation components, and business performance, except external intelligence responsiveness, was not found to have a significant relationship with team spirit and customer retention. The results, however, imply that the performance of non-conventional financial institutions is an integrated effort of both internal and external orientations rather than using a single approach.

Findings of this study support the theoretical arguments that non-conventional financial institutions can be successful in attaining all types of performances by initiating and adopting internal and external market-oriented activities. The study further argues the importance of the activities under each market orientation component and suggests non-conventional financial institutions to promote such an initiative if they are to be consistent in their performances.

This research‐based paper considers the application of market orientation in the context of the mortgage division of a large Dutch bank. Various definitions from the literature are considered in relation to market orientation. Antecedents to market orientation are highlighted as being senior management influences, interdepartmental dynamics and the organizational system. Customer, competitor and inter‐functional issues in particular are emphasised as being useful areas for investigation in relation to how market orientation affects an organization. Implications of market orientation are examined in relation to business performance, the micro‐market environment, leadership styles and employees. At an internal company level, inter‐departmental dynamics are considered in terms of conflict and connectedness. Research is then considered in the light of the above, and action‐based research is argued as being the most appropriate vehicle for data collection. The research base is drawn from members of the account management department, the sales support department and the acceptance department, as well as the autonomous marketing department within the mortgage division of the Dutch bank. It became quickly apparent that intelligence generation and its dissemination were virtually non‐existent and that the bank did not consider market orientation as a priority. A total of 22 members took part in the research project that involved four separate meetings over a period of six months as well as meetings during intervening periods. A consultant (the second named author) led group meetings in this action‐based research project and acted as the facilitator. Results of the research and subsequent application of its findings are reported. A significant observation was that the personal benefits of market orientation might not be the result of its application, but rather the result of interventions leading to market orientation.

The present study sheds light on the role of strategic orientations (SOs) in explaining business growth. The purpose of this paper is to examine how different SOs, namely learning orientation, entrepreneurial orientation, market orientation and brand orientation simultaneously affect business performance measured with brand performance, market performance and business growth in SME context and whether these effects vary across countries.

An extensive data set of 1,120 effective responses is collected from two European countries, namely Hungary, representing a post socialist rapidly growing market, and Finland with a stable, highly developed and competitive economy. A multigroup moderation analysis is conducted. Confirmatory factor analysis is used in testing measurement invariance, subsequently followed by structural equation modeling procedure used in testing research hypotheses developed on the basis of a literature review.

The results show that entrepreneurial orientation, market orientation and brand orientation have a positive effect on business growth in SMEs in both Hungary and Finland through brand and market performance. With regard to learning orientation, a positive yet somewhat weak effect on growth is found only in the Hungarian sample. The moderation analysis reveals that country moderates several of the hypothesized paths from SOs to business performance.

Prior studies on SOs have mainly focussed on single orientations at any given time. However, researchers increasingly argue that many firms are better off if they build their strategies on multiple SOs. To the best of the authors’ knowledge, this study is one of the first empirical studies to address multiple (four) SOs in the same research model. Furthermore, little is known about if and how the performance effects of different SOs vary across countries.