Market Orientation: Antecedents and Consequences
1993/07/01 by Bernard J. Jaworski, Ajay K. Kohli · 4,273 citations
Business, Management and Accounting · Psychology · #Business #Business Strategy and Innovation #Consumer Behavior in Brand Consumption and Identification #Context (archaeology) #Customer Service Quality and Loyalty #Economics #Factor market #Industrial organization #Linkage (software) #Market orientation #Marketing #Microeconomics #Nonmarket forces #Orientation (vector space) #Psychology #Social connectedness #Social psychology
paper · doi:10.1177/002224299305700304
published in Journal of Marketing 57(3), 53-70 (SAGE Publishing)
openalex publication_date 1993/07/01 · openalex created_date 2025/10/10 · openalex updated_date 2026/08/06
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.
Citations
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