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Contrasts traditional market‐oriented behaviors with “second generation” market‐oriented behaviors. Argues that, in order to sustain competitive advantage, businesses must practice second generation behaviors.

This study empirically explores one of the important channel issues – the relationship between various channel support given to channel partners and the perceived (by managers) goal‐orientation of a firm. Results from an emerging market, India, indicate that perceived orientation towards both profitability and market share is not associated with any of the channel support considered. Growth orientation however is strongly associated with most of the channel support activities – both business (e.g., business advice, pricing and ordering assistance, and personnel training) as well as marketing (advertising support, sales promotional material, and inventory management assistance) oriented activities. In contrast, perceived sales volume orientation is only associated with advertising support and business advice, however, the relationship is negative. These findings have interesting implications for channel management and channel motivation.

A critical review is provided of the conclusions drawn in “An Examination of the Relative Impact of Growth Strategies on Profit Performance”. The conclusions regarding the effect of margin management, asset management and debt management are examined in the context of the Strategic Profit Model (presented in the previous article), using industry data. The discussion of the impact of growth on profitability is extended by the introduction of a financial model that explicitly considers growth′s effect on profitability. Recommendations are presented concerning the integration of the two models for firms evaluating growth opportunities.

The Miles and Snow typology of product‐market strategy is a potential source of rich insights for developing marketing strategy. However, the drivers of performance for the Prospector, Analyser and Defender strategies have not been thoroughly studied. Using multiple measures of the entrepreneurial dimension of the Miles and Snow typology, clusters business units into the Prospector, Analyser and Defender strategy types. Analyses performance variation in the strategy types using organizational and market‐level variables, and find substantial explanatory power.

During the last decade a substantial number of empirical research studies on export performance have been conducted. This article reviews 55 of these studies, summarises the findings according to a “strategic export model”, synthesises current knowledge, and suggests directions for future export research activities.

The purpose of this paper is to identify the components of a knowledge management system that contribute to superior new product program performance.

An extensive review of the academic and managerial literatures that deal with knowledge management's contribution to superior performance was first undertaken. After identifying gaps in the literature, a comprehensive model of a knowledge management system was developed. Where possible, existing measures of the constructs in this model were utilized. A questionnaire was developed, a commercial mailing list purchased, and a two wave mailing which produced a 15.8 percent response rate conducted.

The paper finds that customer intelligence generation, competitor intelligence generation, technological intelligence generation, and intelligence dissemination all contribute to the stock of knowledge assets (p<0.05). It was also found that, after controlling for influences on new product performance, a knowledge‐based strategy fully mediated the knowledge asset‐new product program performance relationship (p<0.05).

This is a cross‐sectional study so causality should not be implied. The study was conducted among companies competing in high‐tech industries so there may be questions about generalizability.

Within the limitations of the research design, this study demonstrates the components of a knowledge management system. It provides numerous examples of the techniques utilized and companies that utilize them.

The paper identifies the components of a knowledge management system that contribute to superior new product program performance.

This study is to investigate relationships between business performance of overseas subsidiary and market orientation, firm specific factors, competitive strategy, market specific factors. Author also tests whether market environment might affect market orientation – performance relationship. As the results of research, market orientation affects performance of overseas subsidiary larger than any other variables and market environment factors might moderate relationship between market orientation and performance.

The purpose of this paper is to employ a quantitative approach to explore the intellectual structure of the market orientation (MO) field over the course of its development.

This research was conducted by using the bibliometric techniques of citation and co-citation analyses to investigate 1,892 publications in the MO field from 1990 to 2016, as well as factor analysis and multidimensional scaling to present a clear visual experience of the knowledge structure of the MO filed.

This study reveals meaningful outputs to assist in: delineating the critical authors, institutions and countries related to the study of MO; identifying the published documents that have had a significant influence on the field; clarifying the subfields that have developed from the MO field; and mapping the intellectual structure of the field in a two-dimensional space that allows for the visual representation of different themes.

Given the sheer volume of works that exist, these bibliometric techniques cannot completely measure, describe and present the entire intellectual structure of the MO field. Instead, co-citation analysis was performed using the data from only the top publications to identify the level of integration of the field, the changes of each knowledge group and the maturity of its evolution.

First, this study extends the approach to identify the subject of MO from a quantitative perspective. Second, our analysis shows the intersection between the marketing discipline and management discipline in the MO literature. Finally, this study reveals the development tendency of the MO field in recent years. The results of this study are valuable to readers interested in MO research, especially those newly interested in this field.