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1.
The effect of market orientation on product innovation 总被引:22,自引:0,他引:22
Numerous scholars have debated whether marketing fosters or stifles innovation. The discussions, however, have been inconclusive
due to limited empirical evidence. The authors investigate the relationship between two focal constructs in the debate: market
orientation and product innovation. On the basis of a sample of U.S. manufacturing companies, the authors’ analysis shows
that product innovation varies with market orientation. Specifically, (1) customer orientation increases the introduction
of new-to-the-world products and reduces the launching of me-too products, (2) competitor orientation increases the introduction
of me-too products and reduces the launching of line extensions and new-to-the-world products, and (3) interfunctional coordination
increases the launching of line extensions and reduces the introduction of me-too products.
Bryan A. Lukas is a senior lecturer in marketing at the University of Melbourne, Australia. His research interests are in the areas of strategic
marketing and strategic innovation. His publications have appeared in theJournal of Business Research and other journals. Two conference papers have received recognition from the American Marketing Association.
O. C. Ferrell is a professor of marketing at Colorado State University. He has served as president of the Academic Council of the American
Marketing Association and is a fellow of the Society for Marketing Advances and Southwest Marketing Association. His publications
have appeared in theJournal of Marketing, theJournal of Marketing Research theJournal of the Academy of Marketing Science, theJournal of Public Policy & Marketing, theJournal of Business Research, as well as others. He has co-authored 17 books and more than 100 articles and proceedings’ publications. He has worked as
a consultant with organizations such as General Motors, Emerson Electric, and the Water Quality Association. 相似文献
2.
Existing studies of market orientation have hypothesized that the strength of the market orientation/performance relationship
depends on environmental variables such as market turbulence, technological turbulence, and competitive intensity. To date
most empirical studies have failed to confirm these hypotheses; however, these studies (1) assumed that performance is a linear
function of the achieved level of market orientation and (2) tested whether environmental uncertainty moderates this relationship.
A complementary explanation for the impact of environmental variables on a firm’s market orientation arises from studies of
organizational behavior that link the need for coordination and control to environmental uncertainty and organizational strategy.
Building on this perspective, the authors argue that (1) environmental uncertainty influences the desired level of market
orientation and (2) the gap between the desired and achieved levels of market orientation influence business unit performance.
The authors test these hypotheses with data collected from multiple respondents in 308 US firms. The data analysis confirms
that the desired level of market orientation is a function of market turbulence, competitive intensity, technological turbulence,
and innovation strategy. In addition, the desired level of market orientation positively influences the achieved level. Finally,
when the achieved level of market orientation is less than the desired level, business unit performance is a negative function
of the gap between the desired and achieved levels of market orientation.
相似文献
Mark E. Parry (Corresponding author)Email: |
3.
Simon J. Bell Bülent Mengüç Robert E. WidingII 《Journal of the Academy of Marketing Science》2010,38(2):187-201
Salesperson learning has the potential to contribute to the competitive advantage of the firm by increasing its capacity for
organizational learning. The relationship between employee and organizational learning is often taken-for-granted, yet the
relationship between the two is complicated. The transfer of individual learning to the organizational level can not always
be assumed. The authors examine this relationship, focusing on the facilitating role of organizational climate for learning
and information dissemination efficiency in translating salesperson learning to organizational learning. The model, tested
using a sample of 422 respondents from 113 retail stores in a national chain, is partly supported. Individual learning was
found to be postitively associated with organizational learning and organizational climate for learning had a positive moderating
effect on this relationship. The hypothesized moderating effect of information dissemination efficiency was insignificant.
Implications for theory and management are discussed. 相似文献
4.
Organizational culture is a strategic resource that influences a range of activities within firms, and empirical evidence from management and marketing demonstrates that it impacts performance. In this study, we investigate how organic types of organizational culture (i.e., adhocracy and clan) serve as a strategic resource to influence marketing effectiveness and performance in an emerging economy, using an extended form of the resource-based view as our theoretical framework. We posit that organic cultures, which are relatively dominant in emerging-nation firms, serve as antecedents of competitive advantage and superior performance. We selected China as the context to test the veracity of our model and use multiple informants and archival performance data to minimize common method variance. Our results support the proposed model and demonstrate that organic cultures impact market responsiveness, while confirming the critical roles of market responsiveness and product strategy change in producing superior performance. We further demonstrate a direct effect between clan culture and product strategy change, in addition to its indirect effect. Importantly, our results uncover that, although individually either adhocracy or clan culture can significantly improve the firm’s responsiveness, their combined effect does not enhance market responsiveness; that is, their interaction yields a negative coefficient. Additionally, the influence of organic cultures on market responsiveness varies across different industry types. These important differences, along with theoretical contributions and managerial implications of our findings, are discussed, and several avenues for future research are proposed. 相似文献
5.
The effect of market orientation and its components on innovation consequences: a meta-analysis 总被引:5,自引:1,他引:4
Amir Grinstein 《Journal of the Academy of Marketing Science》2008,36(2):166-173
While there is a rich body of research on market orientation’s effect on business performance, much little attention has been
given to its effect on innovation consequences. This is the first meta-analytic effort to study the independent effects of
market orientation components (customer orientation, competitor orientation, interfunctional coordination) on innovation consequences.
Also, it is the first meta-analysis to study the impact of contextual characteristics on the way market orientation affects
innovation consequences. The study finds that market orientation components positively affect innovation consequences but
that competitor orientation’s effect depends on a minimum level of customer orientation. The study also suggests that the
relationship between market orientation and innovation consequences is stronger in highly competitive environments but weaker
in technology turbulent ones. Finally, findings suggest that the relationship is stronger in large firms, service companies,
and in countries characterized by high individualism and high power distance national cultures.
相似文献
Amir GrinsteinEmail: |
6.
Sangphet Hanvanich K. Sivakumar G. Tomas M. Hult 《Journal of the Academy of Marketing Science》2006,34(4):600-612
Extensive research has documented how firms’ learning orientation and memory are related to organizational performance. The
objective of this study is to examine the moderating role of turbulence on the relationships between firms’ learning orientation
and memory and their organizational performance and innovativeness. The study also provides insight into the differential
relationships of firms’ learning orientation and memory to their performance and innovativeness. Using survey data collected
from 200 supply management professionals, the results suggest that the extent to which learning and memory are associated
with organizational performance is contingent on the level of environmental turbulence. Specifically, under low environmental
turbulence, learning orientation and organizational memory appear to be related to performance and innovativeness; however,
under high environmental turbulence, only learning orientation is a useful predictor.
Sangphet Hanvanich (hanvanich@xavier.edu) is an assistant professor of marketing at Xavier University. She received her PhD from Michigan State
University. She has published in various journals including theJournal of Service Research andStrategic Management Journal. Her primary research interests are in the areas of marketing strategy, marketing alliances, international business, and
international marketing.
K. Sivakumar (k.sivakumar@lehigh.edu) (PhD, Syracuse University) is the Arthur Tauck Professor of International Marketing and Logistics,
chairperson, and a professor of marketing in the Department of Marketing at Lehigh University. Before joining Lehigh in 2001,
he spent 9 years as a faculty member with the University of Illinois at Chicago. His research interests include pricing, global
marketing, and innovation management. His research has been published in theJournal of the Academy of Marketing Science, the Journal of Marketing, theJournal of International Business Studies, Decision Sciences Journal, Marketing Letters, the Journal of Business Research,
the Journal of Interactive Marketing, theJournal of International Marketing, International Marketing Review, theJournal of Product Innovation Management, Pricing Strategy & Practice: An International Journal, Psychology & Marketing, Marketing
Science Institute’s Working Paper Series, and other publications. He has won several awards for his research (including the Donald Lehmann Award) and is on the editorial
review board of several scholarly journals. He has won outstanding reviewer awards from two journals. Home page: www.lehigh
.edu/~kasg.
G. Tomas M. Hult (nhult@msu.edu) is a professor of marketing and supply chain management and director of the Center for International Business
Education and Research at Michigan State University. He serves as executive director of the Academy of International Business.
He is associate editor of theJournal of International Business Studies, Decision Sciences, and theJournal of Operations Management. His research has been published in theJournal of the Academy of Marketing Science, Academy of Management Journal, Strategic Management Journal, theJournal of Marketing, Decision Sciences, theJournal of Operations Management, theJournal of Management, and theJournal of Retailing, among others. 相似文献
7.
Alliance orientation: Conceptualization, measurement, and impact on market performance 总被引:3,自引:0,他引:3
Destan Kandemir Attila Yaprak S. Tamer Cavusgil 《Journal of the Academy of Marketing Science》2006,34(3):324-340
Interfirm collaborations have inspired a rich literature in marketing and strategy during the past two decades. Building on
this extant work, the authors developed a new construct, alliance orientation, and explored its influence on firms’ alliance
network performance and market performance. The authors drew on data collected from 182 U.S. firms with extensive experience
informing, developing, and managing strategic alliances in marketing, new product development, distribution, technology, and
manufacturing projects. Using structural equations modeling, the authors demonstrate that alliance orientation significantly
affects alliance network performance, which in turn enhances market performance. The findings also suggest that market turbulence
exerts a significant moderating influence on the relationship between alliance orientation and alliance network performance,
whereas the moderating role of technological turbulence on that relationship does not appear to be significant. The study
provides evidence that firms’ alliance orientations positively affect their performance in strengthening their alliance network
relationships and in managing conflicts with their alliance partners.
Destan Kandemir (kandemir@msn.edu) is a research associate in Center for International Business Education and Research at Michigan State
University. She earned her PhD in marketing and international business from Michigan State University. Her articles have appeared
in theJournal of Business and Industrial Marketing, Industrial Marketing Management, theJournal of International Marketing, and theJournal of Management. Her research interests include firm resources and capabilities, market-oriented knowledge management, and global alliance
management.
Attila Yaprak (attila.yaprak@wayne.edu) is a professor of marketing and international business at Wayne State University. He received his
PhD from Georgia State University. His research interests include cross-national consumer behavior, global marketing strategy,
and international alliances. His research has appeared in theJournal of International Business Studies, theJournal of International Marketing, theJournal of Business Research, andPolitical Psychology, among others.
S. Tamer Cavusgil (cavusgil@msu.edu) is University Distinguished Faculty and the John W. Byington Endowed Chair in Global Marketing in the
Department of Marketing and Supply Chain Management, Eli Broad Graduate School of Management, Michigan State University. 相似文献
8.
企业面临着激烈竞争和日益动荡的经营环境,创新效率逐渐成为其保持竞争优势的重要因素。通过调查研究方法,以福建101家制造企业为研究对象,在检验组织学习能力、新产品开发速度与组织绩效之间关系的基础上,分析市场需求不确定性对上述关系的调节作用。研究结果表明:新产品开发速度对组织绩效具有正向影响,并在组织学习与组织绩效的关系中起到中介作用;此外,市场需求不确定性正向调节新产品开发速度与组织绩效之间的关系,即市场需求不确定性越高,新产品开发速度对组织绩效的正向影响就越强烈。 相似文献
9.
Rajdeep Grewal Murali Chandrashekaran Jean L. Johnson Girish Mallapragada 《Journal of the Academy of Marketing Science》2013,41(2):206-233
The interaction between market orientation and facets of the environment is theoretically compelling and is hence the primary interaction studied in market orientation literature. Yet empirical literature offers mixed findings regarding these interaction effects. We suggest that these mixed findings may result from the failure of extant research to control for unobserved heterogeneity that may mask the true relationships among market orientation, facets of the environment, and firm outcomes. Such unobserved heterogeneity might arise due to presence of higher order (e.g., three-way, four-way) moderators (e.g., firm size and innovativeness). To illustrate our assertions on unobserved heterogeneity and the role of firm size and innovativeness, we present two studies that use firm performance or new product performance as the outcome variable; the studies (1) include market orientation, two facets of the environment (technological turbulence and market dynamism), and the interactions between market orientation and facets of the environment as explanatory variables, (2) employ finite mixture regression models to estimate the relationships of interest while explicitly accounting for unobserved heterogeneity in the form of latent regimes (segments), and (3) use firm size and innovativeness as concomitant profiling variables in the finite mixture model specification. The results indicate that disaggregate models (i.e., multi-regime solutions) offer the best fit in both studies. The effects across the latent regimes differ, demonstrating the possibility of an aggregation bias in empirical literature and suggesting the need for using disaggregated analyses to study important marketing phenomena. In theoretical terms, these results also suggest the possibility of developing theories that incorporate unobserved heterogeneity and perhaps higher order (e.g., three-way) interaction effects. 相似文献
10.
The purpose of this article is to determine market orientation’s relative impact on small-business performance, compared to
other influences, in an integrated model using longitudinal data. Contrary to expectations based on the management literature,
the results indicate weak causal relationships between market environment, small-firm structure, and small-firm strategy.
The results further indicate weak influences of these variables, but strong and consistent influences of market orientation,
on various measures of small-firm performance. Contrary to expectations based on business policy literature, relative product
quality and new product success were not significant influences on profitability, perhaps due to the significant influence
of market orientation on these variables. In addition, although increases in growth/share had a significant short-term influence
on increases in profitability, high levels of previous years’ firm growth/share had a negative influence on current profitability.
The previous year’s level of firm coordinating systems and market competitive intensity has a significant impact on the level
of small-firm market orientation. 相似文献
11.
Simon J. Bell Gregory J. Whitwell Bryan A. Lukas 《Journal of the Academy of Marketing Science》2002,30(1):70-86
This article attempts to bring coherence to the diversity that characterizes organizational learning research. It argues that
organizational learning is embedded in four schools of thought: an economic school, a managerial school, a developmental school,
and a process school. The article provides a comprehensive analysis of the schools, describes how they differ from each other,
and outlines how each of them can be employed effectively. To demonstrate the benefits of theoretical plurality, the four
schools are applied to the key marketing topics of market orientation and new product development. Implications for future
research in marketing are provided.
Simon J. Bell is a lecturer in marketing in the Faculty of Economics and Commerce at the University of Melbourne.
Gregory J. Whitwell is an associate professor of marketing in the Faculty of Economics and Commerce at the University of Melbourne.
Bryan A. Lukas is an associate professor of marketing and director of the Master of Applied Commerce Program in the Faculty of Economics
and Commerce at the University of Melbourne. 相似文献
12.
The impact of suppliers' perceptions of reseller market orientation on key relationship constructs 总被引:1,自引:0,他引:1
Thomas L. Baker Penny M. Simpson Judy A. Siguaw 《Journal of the Academy of Marketing Science》1999,27(1):50-57
A number of researchers have reported the positive benefits of creating and maintaining a market orientation. This study is
one of the first to explicitly investigate the effects of market orientation within a channel context. It is proposed that
a supplier's perceptions of a reseller's market orientation will positively affect the supplier's perceptions of certain key
relationship marketing constructs. Data collected from 380 suppliers were used to test the hypotheses. All hypotheses were
supported.
Thomas L. Baker is an associate professor of marketing in the Cameron School of Business at the University of North Carolina at Wilmington.
He was awarded his doctorate in 1990 from Florida State University. His research has been published in theJournal of Marketing, Journal of Retailing, Journal of Personal Selling and Sales Management, Journal of Business Research, and other journals as well as international, national, and regional proceedings.
Penny M. Simpson is an associate professor of marketing and the David D. Morgan Professor of Marketing at Northwestern State University of
Louisiana. She was awarded her doctorate in 1991 from Louisiana Tech University. Her research interests include channel relationships,
market orientation, and advertising effectiveness. Her articles have been published in theJournal of Marketing, Journal of Academy of Marketing Science, Journal of Health Care Marketing, Journal of Business Ethics,
Psychological Reports, and other journals and proceedings.
Judy A. Siguaw is an associate professor of marketing at Cornell University, School of Hotel Administration. She was awarded her doctorate
in 1991 from Louisiana Tech University. She has published in numerous journals, including theJournal of Marketing, Journal of Marketing Research, Journal of Strategic Marketing, Journal of Business Ethics, andIndustrial Marketing Management. She has also published many conference proceedings, including those for the Academy of Marketing Science, the American Marketing
Association, and the European Marketing Academy. 相似文献
13.
Jack L. Simonetti D.B.A. 《Journal of the Academy of Marketing Science》1974,2(4):634-641
In the past decade, several organization theorists have begun to examine the organization—environmental interface in the functioning
of complex organizations and have argued that an organization's internal structural arrangement is contingent upon the demands
of the external environment. The purpose of this article is to further examine the validity of the findings of these theorists
with reference to firms operating in Italy. The variables studied consisted of: a) Market conditions—which was divided into
the two categories of high and low competition. b) Decentralization of decision-making, and c) Organization effectiveness.
To investigate the impact of decentralization on the organization effectiveness of firms under differing market conditions
the statistical techniques of a Mann-Whitney U Test and Kendall's Tau Measure of Correlation were used to compute the scores.
The resulting computations provide some support for the contingency theory of organization, but also indicates areas of disagreement. 相似文献
14.
Marketing educators generally assume in their teaching that there is little inconsistency between adherence to the marketing
concept and the stakeholder concept. Some assume that the latter is a logical extension of the former but there has been no
empirical analysis of this issue. In this paper, research based on the perceptions of Fortune 500 executives is presented
which focuses on this issue. Of particular concern are their views concerning the future business environment, organizational
conduct and expected performance in 1995. This data is used to empirically examine the inseparability of the marketing concept
and stakeholder concept. In addition, the relationship of the competitive environment upon these philosophies as well as upon
perceived organizational performance is empirically investigated and discussed. 相似文献
15.
兰荣娟 《武汉市经济管理干部学院学报》2001,(Z1):67-69
在激烈的市场竞争中,品牌战略是许多企业最成功、最有效的竞争战略之一,而品牌的市场定位作为品牌战略实施的先期工作、作为企业市场营销活动的先导,决定着企业品牌战略实施的成败.只有进行明确、有效的品牌定位,避免进入定位误区,才能使企业立于不败. 相似文献
16.
文章首先综述了旅游客源市场空间结构的有关理论及其研究意义,然后通过对大量数据资料的分析,研究了武威客源市场空间分布特征。在此基础上,确定了武威客源目标市场,并为如何开拓旅游客源市场指明了方向,这为武威旅游业的发展提供了基础资料和依据。 相似文献
17.
Nigel F. Piercy David W. Cravens Nikala Lane Douglas W. Vorhies 《Journal of the Academy of Marketing Science》2006,34(2):244-262
Interest in management control approaches and organizational factors associated with higher levels of salesperson performance
is reflected in research streams concerned with behavior-based control strategies and organizational citizenship behaviors
(OCBs). This study makes two distinct additions to the literature relating to control, organizational citizenship behaviors
and salesperson performance. First, the study distinguishes between salesperson in-role behavior performance and outcome performance
to model in-role behavior performance as a mediator between OCB and outcome performance. Second, the work supports sales manager
control as an antecedent to OCB. A second model introduces perceived organizational support (POS) as an additional antecedent
to salesperson OCB, and more important, as a consequence of sales manager control. This construct has not been included in
prior salesperson OCB studies. Results show sales manage control has a stronger impact on OCB through POS, than directly,
and POS has a strong impact on salesperson OCB.
Nigel F. Piercy (Nigel.Piercy@wbs.ac.uk) is a professor of marketing in the Warwick Business School at the University of Warwick, United
Kingdom. He holds a Ph.D. from the University of Wales and a higher doctorate (D.Litt) from Heriot-Watt University, Edinburgh.
His current research interests focus on strategic sales and account management. His work has been published in many journals
including theJournal of Marketing, theJournal of International Marketing, and theJournal of the Academy of Marketing Science. He is coauthor to David Cravens onStrategic Marketing (8th ed., Irwin/McGraw-Hill, 2006).
David W. Cravens (D.Cravens@tcu.edu) holds the Eunice and James L. West Chair of American Enterprise Studies and is a professor of marketing
in the M. J. Neeley School of Business at Texas Christian University, Fort Worth, Texas. He has a doctorate in business administration
from Indiana University. His areas of specialization include marketing strategy and planning, sales management, and new product
planning. His research has been published in a wide range of journals including theJournal of Marketing, theJournal of Marketing Research, the Journal of the Academy of Marketing Science, and theInternational Journal of Marketing.
Nikala Lane (Nikala.Lane@wbs.ac.uk) is a senior lecturer in marketing in the Warwick Business School at the University of Warwick, United
Kingdom. She holds a Ph.D. from the University of Wales and was previously a senior research associate at Cardiff University.
Her research interests are focused on gender and ethics issues in sales and marketing management. Her work has been published
widely in the international literature and includes articles in theJournal of Management Studies, theBritish Journal of Management, the Journal of Business Ethics, and theJournal of Personal Selling & Sales Management.
Douglas W. Vorhies (dvorhies@bus.olemiss.edu) is an assistant professor of marketing in the School of Business Administration at the University
of Mississippi. His primary research interests are in the areas of marketing strategy, marketing resources and capabilities,
the links between innovation, strategic market management and performance, and professional selling and sales management.
His other work has been published in many journals including theJournal of Marketing, Decision Sciences, theJournal of Product Innovation Management, theEuropean Journal of Marketing, and theJournal of Personal Selling and Sales Management. 相似文献
18.
论中小银行的市场定位 总被引:1,自引:0,他引:1
左柏云 《广州市经济管理干部学院学报》2001,3(2):32-36
目前我国中小银行与四大国有银行的市场定位相同 ,导致中小银行有钱贷不出去 ,而大量中小企业发展陷入困境则主要是因为融资困难。因此 ,努力寻求中小银行与中小企业之间金融服务供求对接是当务之急。 相似文献
19.
Larry Yarbrough Neil A. Morgan Douglas W. Vorhies 《Journal of the Academy of Marketing Science》2011,39(4):555-573
Drawing on the organization theory literature concerning configuration theory, competing values theory, and fit assessment
methodologies, we examine the existence and performance impact of product market strategy–organization culture fit. Specifically,
we assess the relationship among three important elements of a firm’s product market strategy and the four cultural orientations
that comprise the competing values theory of organizational culture using primary and secondary data from the US trucking
industry. Using two different conceptualizations and operationalizations of fit, our results provide the first empirical support
for the existence of interrelationships among product market strategy decisions and organizational culture orientations consistent
with configuration theory conceptualizations of product market strategy–organizational culture fit. We also find support for
theorized but previously untested relationships between product market strategy–organizational culture fit and firms’ customer
satisfaction and cash-flow return on assets (CFROA) performance. Since product market strategy is heavily reliant on the input
of marketers, and organizational culture has long been recognized as having an important impact on marketing-related decision
making, these findings have important implications for marketing strategy research and practice. 相似文献
20.
Beyond market orientation: When customers and suppliers disagree 总被引:3,自引:0,他引:3
Christine Steinman Rohit Deshpandé John U. Farley 《Journal of the Academy of Marketing Science》2000,28(1):109-119
The essence of market orientation is the successful management of a relationship between suppliers and customers. During the past 15 years, a body of scholarship on antecedents and consequences of market orientation has emerged. But what is the appropriate level of market orientation, and what happens when customers and suppliers disagree about the appropriate level of a supplier's market orientation? To what extent does such disagreement concerning market orientation affect the customer-supplier relationship? Do answers to these questions vary by country? The authors examine these issues using data from a survey of leading Japanese and U.S. business firms and their key customers that employed a unique matched supplier-customer sampling methodology. The authors report several interesting results. 相似文献