Why Organizations Struggle to Implement a Market Orientation: Insights Into Beliefs of Top Management

The role of management as an antecedent and barrier to market orientation is well documented. However, the often deeply held beliefs of top management that influence the degree to which their firms are market oriented has been largely overlooked. This study sought to understand these beliefs using a qualitative research method. Case study research employing in-depth semistructured interviews of four Australian vertically integrated horticultural enterprises was undertaken. A total of 28 beliefs of senior management team members were identified. These beliefs, which appeared to have become part of organizational culture, influenced the way market intelligence was gathered and shared and the degree to which the organizations planned, coordinated, and timed their responses to market opportunities and threats. The results suggest that changing management beliefs about marketing and market orientation may be an important component of enhancing the degree to which firms are market oriented.     

What Men and Women Really Want: Differences in Gender-Based Evaluations of Service Recovery Efforts

Under increasing domestic and global pressures, the survival of small agri-businesses in developing countries such as Sri Lanka is being challenged because of their poor strategic focus and weak coordination along the supply chain. The quality, efficiency, and versatility of production, processing, distribution, and marketing systems play a significant role in the competitiveness of agri-businesses. Improved competitiveness requires closer coordination along the supply chain so as to decrease transaction costs and create opportunities for differentiation. In Sri Lanka, the government has a greater role to play in developing an enabling environment for the chains to which small agri-businesses belong.     

Value Chain Analysis Across Borders: The Case of Australian Red Lentils to Sri Lanka

This research examines the creation and distribution of consumer value in the most important supply chain of lentils between Australia and Sri Lanka. This adopts a value chain analysis approach applied to a case study, using a mix of qualitative and quantitative methods. Intercept surveys of consumers in Sri Lanka revealed that quality, size, and price as the most important value-creating factors. A very strong communication and relationships triad exists among the trader, indenting agent, and processor, but the flow of information from consumer to producer is weak. Opportunities lie in improved genetics, better-informed growers, and continued production efficiencies.     

Sources of Competitive Advantage and Firm Performance: The Case of Sri Lankan Value-Added Tea Producers

Given the greater importance of firm-effects as opposed to industry-effects in explaining firm performance, this study incorporated the resource and strategy-based views of the competitive advantage paradigm in explaining the performance of value-added tea producers in Sri Lanka. The study revealed the existence of three significantly different strategic groups and justified the assertion that there is significant intra-industry heterogeneity. Only one strategic group, which comprised four dominant firms, revealed strong mobility barriers and higher performance differences. However, no performance differences were evident between the other two strategic groups.