Market orientation is the extent to which an organisation behaves in response to a given market. Kohli and Jaworski define market orientation as "the organization-wide generation of market intelligence, dissemination of the intelligence across departments and organization-wide responsiveness to it".[1] Narver and Slater define market orientation as "the organization culture that most effectively and efficiently creates the necessary behaviours for the creation of superior value for buyers and, thus, continuous superior performance for the business".[2]
Kohli and Jaworski consider market orientation as the implementation of the marketing concept, whereas Carver and Slater consider it to be an organizational culture. According to the former authors, the marketing concept is a business philosophy, whereas the term market orientation refers to the actual implementation of the marketing concept. They added that market orientation "provide[s] a unifying focus for the efforts and projects of individuals and departments within the organization." As such, they consider market orientation to be an organisational culture consisting of three behavioral components, namely, i) customer orientation, ii) competitor orientation and iii) interfunctional coordination.[3] Empirical study found that among all three behavioral components, interfunctional coordination has the most significant influence on new product success.[4]
Perspectives of market orientation include the decision-making perspective, market intelligence perspective,[5] culturally based behavioural perspective, strategic perspective[6] and customer orientation perspective.[7]
^Kohli, Ajay K.; Jaworski, Bernard J. (1990). "Market Orientation: The Construct, Research Propositions, and Managerial Implications". Journal of Marketing. 54 (2): 1–18. doi:10.1177/002224299005400201. ISSN 1547-7185. S2CID 198869250.
^Narver, J.C. & Slater, S.F. (1990). The effect of a market orientation on business profitability. Journal of Marketing, 54(4), 20-34.
^Kumar, Kamalesh; Subramanian, Ram; Yauger, Charles (1998). "Examining the Market Orientation-Performance Relationship: A Context-Specific Study" (PDF). Journal of Management. 24 (2): 201–233. doi:10.1177/014920639802400204. hdl:2027.42/68689. ISSN 0149-2063. S2CID 13287775.
^Wong, S.K.S. and Tong, C. (2012), "The influence of market orientation on new product success", European Journal of Innovation Management, Vol. 15 No. 1, pp.99 - 121
^Kohli, A. K., & Jaworski, B. J. (1990). Market Orientation: The Construct, Research Propositions, and Managerial Implications. Journal of Marketing, 54(2), 1–18. https://doi.org/10.1177/002224299005400201
^Ruekert, Robert W. (1992). Developing a Market Orientation: An Organizational Strategy Perspective. International Journal of Research in Marketing, 9(3),225-45.
^Deshpandé, R., Farley, J. U., & Webster, F. E. (1993). Corporate Culture, Customer Orientation, and Innovativeness in Japanese Firms: A Quadrad Analysis. Journal of Marketing, 57(1), 23–37. https://doi.org/10.1177/002224299305700102
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