Testing interaction effects of the dimensions of market orientation on marketing program creativity

Despite the plethora of research on market orientation, our understanding of how different dimensions of market orientation interact with each other in generating new intelligence for marketing programs is limited. In this paper, we develop and test a model that examines the interaction effects of the three dimensions of market orientation—customer orientation, competitor orientation, and cross-functional integration—on generation of marketing program creativity, composed of novelty and meaningfulness dimensions. In empirically testing such effects, we illustrate how to use two-stage least squares (2SLS) estimation. We find significant positive interaction effects between customer orientation and competitor orientation and between competitor orientation and cross-functional integration in predicting marketing program novelty. We also find that competitor orientation and cross-functional integration significantly and positively interact with each other in improving marketing program meaningfulness. Our empirical results provide implications and directions for market orientation research.     

Some antecedents of exclusivity in bilateral interorganizational relationships

In bilateral interorganizational relationships, individual firm's self-interest is subordinate to the larger interest of the collective system. Bilateral governance is facilitated by exclusivity under certain conditions. Exclusive relationships draw partners closer and improve coordination. However, exclusivity leads to a loss of flexibility in dealing with turbulent environments. We test relationships between exclusivity and antecedent variables from transaction-cost analysis, resource-dependence theory, and organization theory. We find that while relationship-specific investment calls for more exclusivity, interdependence and rapid technological change call for less. Further, in the computer and semiconductor industry, exclusivity is negatively related to perceived effectiveness. Hence exclusivity should be used judiciously in the management of bilateral interrorganizational relationships.