Linking market orientation and company performance: preliminary evidence on Kohli and Jaworski's framework

Adamantios Diamantopoulos · Susan J. Hart

438 citations0/0 files storedJournal of Strategic Marketing

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Abstract

Marketing continues to provide a focus for empirical research; not only to define its nature and scope, but also its impact on an organization's performance. While there is little precise agreement regarding the definition and manifestation of marketing, the consensus view is that marketing emphasizes customer's needs and their satisfaction. In a recent article, Kohli and Jaworski (1990) operationalize the marketing concept and put forward certain propositions that link elements of a market orientation, contextual factors and business performance. This paper examines a number of these propositions empirically, concluding that the market orientation — business performance relationship is situation-specific subject to various moderating influences.

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References

1990The Effect of a Market Orientation on Business Profitability 1990Market Orientation: The Construct, Research Propositions, and Managerial Implications 1990The Effect of a Market Orientation on Business Profitability 1969Broadening the Concept of Marketing 1983"Paradigms Lost": On Theory and Method in Research in Marketing 2016On the Misuse of Accounting Rates of Return to Infer Monopoly Profits 1988The rediscovery of the marketing concept 1985The Change Masters: Corporate Entrepreneurs at Work

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2001How critical is internal customer orientation to market orientation?1999Learning Orientation, Market Orientation, and Innovation: Integrating and Extending Models of Organizational Performance 2001A synthesis of contemporary market orientation perspectives 1998Competitive positioning and the resource-based view of the firm 2003The effect of market orientation on buyer–seller relationship satisfaction 2002

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