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.     

Patterns of Non-Tariff Barriers in the Pacific Rim

As the current world-wide protectionistic trend indicates, trade disputes are becoming increasingly important. In particular, non-tariff barriers have become prominent distortions to world trade flows and are, collectively, the source of much trade friction. The results of this study indicate that significant variations exist across selected Pacific Rim countries in the occurence and importance of non-tariff barriers to trade. The variance in the use of non-tariff barriers has implications for entry strategies and directions for future research.     

Senior marketers’ insights into the challenges of social media implementation in large organisations: assessing generic and electronic orientation models as potential solutions

Abstract

The unique characteristics of social media (SM) have made it difficult to implement this tool within many large organisations. This paper seeks to identify the implementation challenges and evaluate alternative organisational orientations that may provide solutions. We aimed to reconcile theory with current practice by integrating the extant literature with data from three focus groups involving 27 senior marketing executives. The managerial discussions identified additional challenges to those previously discussed in the literature, which appear to result from SM’s unique characteristics. These include: interactivity, the integration of communication into distribution channels, collaborative media and information collection. Using both broad orientation models (market orientation and entrepreneurial orientation) and a specific digital orientation (e-marketing orientation), guidelines and research propositions for effective implementation are put forward.     

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: 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 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.     

Market orientation: Review, refinement, and roadmap

Over the past ten years, significant progress has been made in the market orientation area. Scholarly attention has focused on the definition, measurement, and impact of a market orientation. Attention has also focused on organizational drivers of market orientation and its enhancement. Despite progress, several research challenges remain and rich opportunities exist for further work in the area. This paper critically reviews the state-of-the-art and offers a roadmap for future work in the area. The review primarily focuses on (1) the meaning of market orientation, (2) its relationship with several emerging topics/themes in the literature (e.g., market information processing, organizational learning, knowledge use, industry foresight and driving markets), (3) the quality of market-oriented behaviors, (4) impact of market orientation, and (5) issues in enhancing market orientation. We conclude with a conceptual synthesis and methodological suggestions.     

从创业导向到跨国创业导向:一个文献综述

中国企业的国际化战略,已逐渐聚焦于"在全球范围创造新的价值",其实质正是一种跨国创业行为,传统的围绕动机、阶段、模式展开的国际化理论已不足以解释及指导中国企业的国际化实践。本文从"创业导向的定义和维度"、创业导向维度和组织绩效的测度方法,创业导向与组织绩效的关系、"跨国创业导向"等四方面对国内外相关研究进行了综述。并指出现有跨国创业导向研究存在"套用封闭环境下的创业导向研究框架"、"未区分不同规模、不同发展阶段国际化企业的跨国创业导向差异"、"对时滞因素和前因变量等缺乏关注"等不足之处。     

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.     

Additional Thoughts on the Measurement of Market Orientation: A Comment on Deshpande and Farley

Deshpande and Farley examinethe reliability and validity of three well-known market-orientationscales from which they derive a single market-orientation scale.We believe that their synthesized scale effectively capturesa business's customer-value orientation which is the essenceof a market orientation, and that this scale development is adefinite contribution to marketing thought and practice. However,in two other respects we disaree with them. First, we believethere is more evidence of a positive market-orientation - performancerelationship than they acknowledge. Second, we hold that bothlogic and scholarly research strongly support the idea that amarket orientation is nothing less than an organization's culture.     

Barriers to the Formalization of Economic Activity and Marketing Solutions for Developing Economies

ABSTRACT

This research investigated barriers to the formalization of economic activity that was generally untaxed and unmeasured, referred to as informal economic activity, in an emerging economy. Nepal was selected as the country for study because it presents a case of a market undergoing economic and political liberalization. The paper presents background information on the economy of Nepal, the conduct of the fieldwork in Nepal, perspectives on informal economic activity, and the necessity of harnessing this activity. This is followed by research dealing with the informal economy and perceptions of the barriers to integration based on fieldwork in Nepal. Suggestions to harness this activity are offered. The results of this study may provide insights into the formulation of public policy and social marketing initiatives for addressing informal sector development in emerging markets.     

Re-Evaluation of the MARKOR Scale Dimensions in the Brazilian Context

ABSTRACT

In Brazil, despite the common utilization of the MARKOR scales of market orientation, few studies have questioned specifically its validity or proposed revisions in the scales. For this purpose, this article presents the details of a research which had the objective of validating the MARKOR scale as well as making a critical analysis of the proposed structure of its theoretical dimensions using, as a base, the Brazilian retail apparel and the electrical-electronic industries. Results of the exploratory and confirmatory factor analyses pointed to a unidimensionality of the market orientation construct indicating the necessity of re-evaluating the theoretical structure subdivision of the construct dimensions.

RESUMEN. En el Brasil, a pesar del relativo uso de las escalas de orientación al mercado, ningún estudio empírico ha cuestionado hasta el momento la validez de dichas escalas (o señaló la necesidad de revisarlas). Dentro de este contexto, este artículo presenta los detalles de una investigación realizada sobre la validez de la escala MARKOR (Kohli, Jaworski y Kumar, 1993) y de la estructura teórica de sus dimensiones en dos importantes sectores económicos brasileños: el comercio minorista de confección y la industria electro-electrónica. Los resultados de los análisis factorial exploratorio y confirmatorio parecen indicar la uní dimensionalidad del constructor de orientación al mercado, indicando que se debe revaluar la estructura de sus dimensiones teóricas.

RESUMO. No Brasil, apesar da relativa utilização das escalas de orientação para o mercado, nenhum trabalho questionou ainda especificamente a validade ou propôs revis[otilde]es dessas escalas. Neste sentido, este artigo apresenta os detalhes de uma pesquisa que objetivou validar a escala MARKOR, bem como tecer uma análise crítica à estrutura proposta de suas dimens[otilde]es teóricas, tomando como base o Varejo de Confecç[otilde]es e a Indústria Eletro-Eletrônica brasileiros. Os resultados das análises fatoriais exploratória e confirmatória apontam para a unidimensionalidade do construto de Orientação para o Mercado, indicando a necessidade de reavaliação da subdivisão da estrutura teórica das dimens[otilde]es do construto.     

我国企业构建绿色营销体系的障碍因素分析

企业绿色营销的实施是一项复杂的系统工程,是可持续发展战略的必然要求。本文阐述了企业绿色营销体系,分析了阻碍我国企业建立绿色营销体系的因素,提出建立绿色营销体系的基本策略。     

Marketing Concept Manifestations in Fiji Enterprises: Confirming the Link to Organizational Competitiveness

ABSTRACT

This paper proposes an integrative view of the marketing concept (i.e., the ability to understand and satisfy customers) and examines its prevalence and effect on competitiveness in organizations operating in an isolated and less economically developed country. The marketing concept manifests as marketing expertise, market orientation, and externally directed organizational values. Based on a sample of 86 firms operating in Fiji, the results indicate that these three mechanisms promote organizational competitiveness, thus supporting the universality of the marketing concept. These findings confirm the important role of the marketing concept in the competitiveness of firms in a less developed economy.     

Ownership and Control of Central and East European Enterprises:

No abstract available for this article.     

中国航空业应对欧盟“碳贸易壁垒”的对策建议

2011年3月8日,欧盟正式通过将航空产业纳入其碳排放交易体系的决议。从2012年1月1日开始,欧盟将实行超过排放限额的各国航空公司需要缴纳碳排放边境调节税的规定。由此,发达国家的碳贸易壁垒已经渗透到国际服务贸易领域。文章从欧盟对各国航空业征收碳费问题入手,研究边境碳税调节措施的运行机制和政策效果,分析了欧盟的碳交易体系与世界贸易组织相关规则的一致性,提出中国航空业应对欧盟碳贸易壁垒的对策建议。     

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。     

市场导向、组织学习创新及组织绩效:基于珠江三角洲企业的实证研究

The purpose of this paper is to examine the relationships among market orientation, learning orientation, organizational innovation and organizational performance through a structural equation modeling approach. This study uses a sample of 143 companies in the Pearl River Delta region of China. Results show that (1) market orientation has no positive direct impact on organizational performance; (2) market orientation has a direct impact on learning orientation; (3) learning orientation has a direct impact on administrative and technical innovation; (4) market orientation has a direct impact on organizational innovation by learning orientation; (5) administrative innovation has a positive direct impact on organizational performance while technical innovation does not impact on organizational performance directly; (6) technical innovation has a positive impact on administrative innovation; (7) learning orientation has an indirect impact on organizational performance through influencing organizational innovation; (8) market orientation has impact on learning orientation, which has an impact on organizational innovation, which in turn has an impact on organizational performance. Managerial implications are discussed, along with suggestions for further research. Translated from Guanli Shijie 管理世界 (Management World), 2006, (2): 80–94, 143     

The dramatic breakdown of the market orientation concept in the pharmaceutical industry: lessons from Vioxx

In this article we present an in-depth case study to better understand the underlying market orientation concept in relation to bringing new technologies to the marketplace. We use the case history of the anti-arthritis drug Vioxx, developed and marketed by the company Merck & Co. Inc that allegedly killed thousands of customers. The case shows how market orientation can take shape and how the key components may form an explosive cocktail prone to problematic behaviour rather than a synergistic set of orientations that creates value for customers. From the data covering 20 years, it is clear that a consumer orientation and competitor orientation, for example, are difficult to internalise and balance by employees. A competitive orientation seems to lead to tunnel vision regarding profit and market share outcomes. Implications for the fundamental market orientation concept, innovation management, together with management challenges are discussed.