The desired level of market orientation and business unit performance

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.

Mark E. Parry (Corresponding author)Email: