Abstract
This research addresses three questions: (1) Why are some organizations more market-oriented than others? (2) What effect does a market orientation have on employees and business performance? (3) Does the linkage between a market orientation and business performance depend on the environmental context? The findings from two national samples suggest that a market orientation is related to top management emphasis on the orientation, risk aversion of top managers, interdepartmental conflict and connectedness, centralization, and reward system orientation. Furthermore, the findings suggest that a market orientation is related to overall (judgmental) business performance (but not market share), employees' organizational commitment, and esprit de corps. Finally, the linkage between a market orientation and performance appears to be robust across environmental contexts that are characterized by varying degrees of market turbulence, competitive intensity, and technological turbulence.
Keywords
Market orientationBusinessLinkage (software)MarketingContext (archaeology)Nonmarket forcesSocial connectednessOrientation (vector space)Industrial organizationFactor marketEconomicsMicroeconomicsPsychologySocial psychology
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Publication Info
- Year
- 1993
- Type
- article
- Volume
- 57
- Issue
- 3
- Pages
- 53-53
- Citations
- 7075
- Access
- Closed
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Cite This
Bernard J. Jaworski,
Ajay K. Kohli
(1993).
Market Orientation: Antecedents and Consequences.
Journal of Marketing
, 57
(3)
, 53-53.
https://doi.org/10.2307/1251854
Identifiers
- DOI
- 10.2307/1251854