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• W2068370738 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." @default.
• W2068370738 created "2016-06-24" @default.
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• W2068370738 date "1993-07-01" @default.
• W2068370738 modified "2023-10-14" @default.
• W2068370738 title "Market Orientation: Antecedents and Consequences" @default.
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• W2068370738 doi "https://doi.org/10.2307/1251854" @default.
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