Creating a Market Orientation

A market orientation is a business culture in whichall employees are committed to the continuous creation of superiorvalue for customers. However, businesses report limited successin developing such a culture. One approach to create a marketorientation, the approach taken by most businesses, is the programmaticapproach, an a priori approach in which a business uses educationprograms and organizational changes to attempt to implant thedesired norm of continuously creating superior value for customers.A second approach is the market-back approach, an experientialapproach in which a business continuously learns from its day-to-dayefforts to create and maintain superior value for customers andthereby continuously develops and adapts its customer-value skills,resources, and procedures. Theory suggests that both approachescontribute to increasing a market orientation. It also suggeststhat when the a priori education of the programmatic approachis sharply focused on providing a foundation for the experientiallearning, the combined effect of the two learning strategiesis the largest. The implication is that the two strategies mustbe tailored and managed as a coordinated joint strategy for creatinga market orientation.     

Market Orientation: An Iterative Process of Customer and Market Engagement

ABSTRACT

Research Purpose. The objective of this research was to examine market orientation in organisations that deliver manufacturing-based services to both client organisations and their customers.

Research Approach. The case study research method employed three data collection methods: in-depth, semi-structured interviews, document analysis and physical artefact analysis. Embedded study units comprising groups of different stakeholders with distinctly different perspectives provided a basis for replication logic to enhance validity of the findings.

Findings. The research revealed that a firm's transition toward a market-oriented state is progressive. At a given point in time, a firm may be adjusting to its markets intuitively or cognitively; market responsiveness may be occurring in specific pockets of the firm, or as an enterprise-wide strategy; and some of the conditions specified may be met, some may be partly met and others may remain to be addressed in the future. A specific customer focus was important to the conceptualisation of market orientation in the case organisation.

Research Implications. Key implications of the research are as follows:

• In conceptualising market orientation as a process as opposed to an ideal state, important issues of structural and policy alignment and senior executive vision and drive are revealed;

• in addition to customer and competitor orientations and intra-organisational co-ordination, other dimensions of a market orientation revealed in the research context are a customer focus and a new knowledge orientation; and

• both inter- and intra-organisational co-ordination facilitate the development of market driven and market driving customer value.

Practical Implications. While the senior executives were aware of the significant performance benefits to be achieved through a national, market-oriented vision, the lack of a co-ordinated plan to achieve cultural change resulted in incremental achievements towards the vision. One key factor inhibiting the envisioned cultural change was the power base of those within the organisation who perceived that a national, market focus would eliminate local autonomy. Specific policy was required to align rewards with required behavioural change.

Contribution. This research provides a unique perspective of market orientation as process of organisational development directed towards aligning the organisation with its served markets. Intervention strategies and incremental changes attempted to achieve a national market perspective, highlight the importance of aligning structure, human resource management strategy, top management commitment and leadership drive in achieving such a cultural change.     

Constituent Market Orientation

This paper expands the scope of a market orientation from downstream markets to most of the major constituents of the firm. In so doing this paper addresses four questions: 1) Can constituent market orientation be measured based on modifications of the theory, concepts and measurement scales developed by Kohli and Jaworski (1990, 1993)? 2) What are the antecedents for a constituent market orientation? Are they similar across constituents? 3) What are the consequences of constituent market orientations? Which are unique for a constituent? Which stem from the sum of orientations towards all constituents? 4) What are the historic and situational moderators of orientations and consequences?     

Market Orientation,Learning Orientation and Product Innovation: Delving into the Organization's Black Box

Many scholars now agree that market orientation is necessary, but not sufficient to facilitate the type of innovation that breeds long-term competitive advantage (cf. Dickson, 1996). In addition to a strong market orientation, a firm must also be able to institutionalize higher order learning processes, the type of learning that enables radical innovation. Recent research (cf. Baker and Sinkula, 1999) has empirically established a synergistic effect of market orientation and learning orientation on organizational performance. This paper attempts to add to the literature by offering a more complete theoretical explanation of how these two constructs interact to affect product innovation capabilities. Three types of marketing firms are identified. Phase I firms learn primarily through modeling and are typically limited to manager-driven incremental innovation. Phase II firms learn primarily through adaptive learning and are typically limited to market-driven incremental innovation. Phase III firms engage in generative learning and pursue ongoing radical innovation. We propose that only Phase III firms are capable of maintaining competitive advantage in dynamic market environments.     

A Conceptual Model of Political Market Orientation

SUMMARY

This article proposes eight constructs of a conceptual model of political market orientation, taking inspiration from the business and political marketing literature. Four of the constructs are ‘behavioural’ in that they aim to describe the process of how information flows through the organisation. The remaining four constructs are attitudinal, designed to capture the awareness of members to the activities and importance of stakeholder groups in society, both internal and external to the organisation. The model not only allows the level of a party's political market orientation to be assessed, but also aids the party in making a context-specific decision with regard to the reallocation–or not–of party resources in order to attain the party's long-term objectives.     

Measuring Market Orientation: Generalization and Synthesis

This paper reports on an integrative, cross-nationalstudy which synthesizes and retests work of three separate groupsof researchers who in the late 1980s developed measurementsof a firm's Market Orientation. The projects resulted in threedifferent but syntactically similar Market Orientation scaleswhich, along with other measures, were used to support substantiveconclusions, particularly those involving firm Performance. Basedon a new study of 82 managers in 27 European and U.S. companies,we show that all three scales are reliable and valid. The scalesalso seem to generalize well internationally, both in terms ofreliability and prediction of Performance. We also show thatthe scales are similar to one another in terms of various validitymeasures and in terms of correlations with Performance measures.Finally, we synthesize a 10-item scale based on a more parsimoniousdefinition of Market Orientation as: the set of cross-functionalprocesses and activities directed at creating and satisfyingcustomers through continuous needs-assessment.     

Are Market Orientation and Learning Orientation Necessary for Superior Organizational Performance?

There exists contradictory theoretical arguments and counter-intuitive empirical results regarding the market orientation, learning orientation and organizational performance nexus. We ask, can we simplify relations in this nexus? This study analyzes data from Australian organisations and employs non-nested encompassing tests. Contrary to recent findings extolling the virtues of a learning orientation, our results suggest that a market orientation may be the pre-eminent strategy to achieve superior organizational performance.     

需求链管理：基于市场导向的SCM

传统供应链管理模式的缺陷在于过分关注效率,而忽视了匹配市场需求的有效性。在技术条件日益成熟的背景下,基于市场导向的供应链创新模式,需求链管理应运而生。需求链管理和传统的供应链管理在管理重心和管理模式等方面存在着明显区别。需求链的典型活动包括市场信息的获取、市场信息在所有需求链成员之间的分享,以及基于顾客价值的需求链整体对于市场信息的响应。     

影响企业市场导向业绩表现的共变量——不同成熟度企业之间的比较研究

本文研究共变量对市场导向与企业业绩等产出变量之间的关系,通过采用MKTOR量表测量市场导向,并将企业竞争能力作为市场导向的决定因子,同时将企业预期行为作为产出因子,对市场导向进行结构方程模型的定量研究。最后证明,在不同企业成熟度的企业中,例如跨国公司和小作坊式企业,市场导向的水平未必导致优良的企业业绩和良好的企业预期行为。     

市场份额向顾客资产份额的转变

市场份额在很大程度上反映了企业的竞争地位和盈利能力,但这一概念并不能完整地评估企业的经营状况。多数中国企业对这一概念的理解过于片面和肤浅,直接导致的后果是企业畸形发展,市场竞争恶性循环。客观地评价市场份额,逐步理解并接受一个新的、面向未来、顾客导向的指标—顾客资产份额。     

Measuring Market Orientation: Exploring a Market Oriented Approach

This paper demonstrates that applications of existing approaches to measuring market orientation are myopic, non-comparative and over-reliant on the views of single respondents. Consequently, a multi-perspective, multi-informant approach for measuring market orientation is generated which focuses on gauging customers', competitors' and intra-organizational members' perceptions of the market orientation of an organization. To evaluate the psychometric properties of this approach an application of this design in a survey of manufacturing industry is subjected to tests for inter-rater reliability, scale reliability, content validity, criterion-related validity and construct validity. The conclusion of this evaluation is that the developed measure is both a reliable and valid means of gauging market orientation. The paper concludes with a series of implications for both theorists and practitioners.     

Market Orientation: Scale Invariance and Relationship to Generic Strategies Across Two Countries

This article presents a scheme for investigating scale invariance for the market orientation construct across different countries by examining the psychometric properties of the operationalisation of market orientation (Narver and Slater, 1990). We investigate the measurement of market orientation in two countries (Australia and Zimbabwe—one being an example of a developed economy, the other of a developing economy). We then proceed to test the relationship between market orientation and Porter's (1980) generic strategies. The results suggest that the psychometric properties of the market orientation construct differ in important respects across countries. However, tests for convergent, predictive and discriminant validity using the generic strategies are fully supported for Zimbabwe while for Australia they are supported mutatis mutandis.     

Market-Oriented Management: A Systems-Based Perspective

Market orientation has received substantial academic and practitioner interest over the last decade. However, previous research has not addressed the issue how a company's management systems can be designed in a market-oriented way. Starting from a systems-based perspective of management, the authors develop and validate a scale measuring the extent of market orientation of a business organization's management systems including the organization system, the information system, the planning system, the controlling system, and the human resource management system. Empirical results reveal a substantial positive impact of market-oriented management on market performance which in turn leads to financial performance.     

The Impact of Organizational and Environmental Variables on Strategic Market Orientation

Abstract

This paper offers a new look at market orientation by conceptualizing it from a strategic perspective. It differs from the current literature in that it develops a measure that emphasizes managerial attitudes and strategic intent. The new measure is empirically scrutinized by an investigation of its relationship with pertinent organizational and environmental variables, as well as company performance. Based on a survey of nearly 400 companies operating in the U.S., significant relationships emerged between Strategic Market Orientation and three organizational variables, namely strategic priorities, inter-departmental coordination and ownership nationality. Two of the environmental variables, namely intensity of competition and rate of technological change were also significantly related to Strategic Market Orientation. The relationship between Strategic Market Orientation and company performance remained inconclusive.     

How to Make Higher Education Institutions Innovative: An Application of Market Orientation Practices

In the present era, higher education is considered a booming and significantly contributing sector to the economy of many countries. Due to the intense competition prevailing in the higher education sector, higher education institutions need to become market oriented and innovate in courses, delivery methods and student support services. Consequently, they could meet increasing expectations placed on them for quality of education and support services. The main aim of this study is to investigate the influence of both market orientation and its dimensions, on innovation in higher education institutions. This study also considered the age of the faculty a moderator to these influences. The sample comprised 270 managers and course cordinators attached to faculties, schools or units in Sri Lankan higher education institutions. The surveys were administered for data collection. The study has several contributions to the literature- all the three dimensions of market orientation, significantly and positively influenced innovation in higher education institutions. The age of the faculty significantly moderated the influence of both market orientation and its dimensions (Intelligence Generation and Responsiveness), on innovation. This study also expand the focus of theory of six sigma by applying it from market orientation and customer orientation perspectives. Finally, this study has modified items measuring several constructs to suit the higher education context which can be used by future researchers. From the findings, several practical implications are given to officials in higher education institutions for innovating in courses, delivery methods and support services. The article concludes with many useful directions for future researchers.     

Market Orientation and Performance in the Public Sector

Abstract

Increased calls for transparency and accountability in government organizations underscores the need for a market orientation even in the public sector. The degree of market orientation and its effect on performance and on organizational commitment in government departments in three Australian states is considered. Results provide empirical support for a direct relationship between market orientation and performance and evidence of the mediating role of organizational commitment. Implications are drawn and directions for future research are discussed.     

论市场契约对公允价值目标导向的影响

公允价值的出现使得会计计量属性从内容到目标更趋向于公正、公平和公开的理想状态。我国于2006年引入公允价值以来,公允价值使用结果值得探究。从研究过程来分析,公允价值目标导向始终会受到其市场契约的限制。而分析市场契约的本质,优化市场契约则有利于公允价值发挥其效力。     

市场导向理论的信息哲学观研究

随着信息时代的到来 ,信息已是现代企业赖以生存和发展的一项极为重要的资源和约束条件。本文首次从信息哲学的高度来研究市场导向理论中信息的重要性和效用性。首先介绍了信息哲学和市场导向理论 ,接着重点从信息哲学的三个方面即信息的本质、信息的存在形式以及信息的效用研究市场导向理论。     

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文化市场是城市旅游者的重要消费领域,它的发展和旅游城市的发展是互为推动的关系。旅游城市的文化市场建设面临着诸多难题,文化市场的具体定位需要全面衡量城市的发展定位、旅游发展定位和文化市场的主流趋向。     

银行信用卡数据集市系统的设计

重点讨论信用卡数据集市的建立方案和在银行业务中的应用,在分析了现有银行信用卡管理信息系统的现状后,讨论信用卡数据集市系统的设计思想和设计架构,并展望了其在银行信用卡业务中的应用前景