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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.

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.

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.

This study evaluated the linkages among market tracking, research & development (R&D), international competition and firm profitability. Over six hundred electronic and computer manufacturers were surveyed. Results show a clear linkage between market tracking, R&D and increased profitability. The study found no linkage between international competition and profitability. These findings are useful benchmarks for marketing managers in understanding the contributions these practices and variables make to the financial performance of the firm.

The purpose of this paper is to offer an introduction and background as well as a narrative to the development of an economic, social, technological and cultural phenomenon that has been sweeping across national frontiers since first being identified by Theodore Levitt in 1983.

The approach is to trace theoretical development but there is lack of a consensus on this subject and so the perspectives of key authors in this area are reviewed alongside each other to test for signs of possible convergence.

Globalisation is a set of processes rather than just one. The practice is different from what the authors may have expected in that sales of the leading multinationals are not global but regional. Organisational forms reflect differences in strategic thinking with less uniformity being necessary or imposed. Individuals today recount their daily tasks in terms of using the names of global brands or products as nouns and verbs in everyday language. Attitudes towards globalisation are constantly changing. Equally, globalisation continues to evolve.

What is presented here is an overview of the literature as it applies to international trade where globalisation was earlier hoped to bring an economic rescue to billions of people and liberate them from poverty. Marketing, organisational behaviour, risk assessment and strategic decision making all have important roles to play here and so further research is required to monitor a new global trading situation.

It is hoped to contribute to further thought, discussion and conceptualisation of research in this area. The idea of globalisation and regionalisation is not new but the prevalence of this phenomenon in our daily lives is striking.

As the concept has advanced and developed, more studies have been made of this phenomenon and from different perspectives. Here, it is hope to recount those different perspectives as well as reach certain conclusions as to where it has reached and how far it may be expected to reach.

In this article, we discuss four “hot” strategic opportunities for the next three‐five year time frame arising from globalization and technology trends and present frameworks that can help business executives leverage these opportunities.

The methods used include review and synthesis of the academic and popular business literature to identify trends, opportunities and managerial problems, and conceptual analysis and inductive generalization of frameworks as useful tools for managers to deal with those opportunities.

Companies across a wide spectrum of industries have to contemplate and position themselves with respect to the following four strategic opportunities. R&D outsourcing may seem attractive from a cost perspective but appropriate safeguards have to be negotiated so that a company’s intellectual property does not get appropriated. Digital convergence requires firms to think creatively about complementary products and services without straying too far from their core competencies. Identifying customer needs and emerging markets needs new tools and techniques to be embraced for gathering market intelligence. Finally new technologies and business models should stimulate companies to develop policies on digital rights management after balancing stakeholder interests and assessing the threat of disruptive innovations.

This article identifies four current strategic opportunities that global firms should be thinking about if they are not doing so already. It discusses the benefits and challenges of getting into these areas with new technologies, new partners and new business processes. As such this article will be of interest to senior business executives responsible for setting the strategic direction of their company. Careful consideration and exploitation of these strategic opportunities will yield significant payoffs for proactive firms.

Notes that despite a considerable amount of literature on the impact of strategic purchasing and TQM on organizational performance, empirical evidence of the dynamic link is not easy to find. Examination of current literature identifies confusing definitions of strategic purchasing and TQM processes and the relationship to customer satisfaction. Analysis of a large random sample of manufacturing companies in Australia tests the strength of the relationship between strategic purchasing and customer satisfaction. Considering the literature, a conceptual, wider theoretical framework, together with a strategic purchasing construct and strategic purchasing framework are presented. Reports an empirical investigation on the effect of strategic purchasing variables on customer satisfaction. Presents initial results that suggest strategic purchasing may play a role in customer satisfaction and makes recommendations for future research.