Role of Market Orientation in Affecting Entrepreneurial Competencies in Turbulent Environments

Integrating subsistence producers from developing and emerging countries with the world market is seen as a way out poverty. Market integration analyses have been predominately the domain of economists who generally indicate that only socioeconomic and institutional factors such as cost of doing business and trade liberalizations exert influence on subsistence producers integration with markets. The extant literature has however overlooked the role of market orientation (MO) as a main driver of market integration of subsistence producers. Based on three streams of literatures (market integration, MO and embeddedness literatures), this study develops a framework in which MO is on the one hand seen as an antecedent of market integration and on the other hand rooted in embeededness of transaction and social relationships. A distinction is made between reactive and proactive MO. The framework is tested on data obtained from a sample of 183 shrimp fishers from Benin using a structural equation modeling. The results show that not proactive but reactive MO is the main driver of export market integration. In turn export market leads to better livelihood performance of shrimp fishers. Results also show that both MO dimensions are embedded-dependent, with favor support to reactive MO.

PurposeThis study aims to show how market orientation (MO), brand (BR) and business strategy (cost leadership strategy and differentiation strategy), which play mediating and moderating roles, respectively, can increase competitive advantage (CA). With a focus on brand, market orientation, cost leadership strategy (CS) and differentiation strategy (DS), as well as an analysis of variance control on varying business sizes per business seniority, the current study made a theoretical contribution.Design/methodology/approachAn empirical study was created using a quantitative methodological technique. The surveyed data were collected from 379 managers or owners who participated in a face-to-face survey at different food processing companies in Vietnam. To test the hypotheses, the gathered information was examined utilizing multigroup analysis and partial least squares structural equation modeling.FindingsThe brand was found to have the greatest positive impact on competitive advantage, followed by a business strategy that positively influenced competitive advantage, and, finally, business strategies that significantly moderated the third strong positive impact between market orientation and competitive advantage. Market orientation has the fourth strong positive impact on competitive advantage, whereas brand has the lowest positive impact on market orientation.Originality/valueThis is the first investigation, according to the authors’ knowledge, into the role of market orientation as a mediator in the relationship between brand and competitive advantage in addition to the regulatory role of business strategy at two strategic levels: cost leadership and strategic focus as well as the difference between competitive advantage and market orientation in the Vietnamese food sector.

Unlocking the link between relationship duration and product De-listing in retail channels: The role of market orientation and brand diffusion

This study aims to determine: (1) The Role of Product Innovation in achieving Competitive Advantage in Cashew MSMEs in Central Buton Regency. (2) The role of Market Orientation in achieving Competitive Advantage in Cashew MSMEs in Central Buton Regency. This research uses an approach with Quantitative methods, Data collection in this study used Literature Study and Questionnaire Distribution. The population of this study were all cashew MSME business actors in Central Buton Regency. While the sample of this study amounted to 48 people. Testing this research instrument using the Validity Test and Reliability Test with SPSS 25.0. The data analysis technique used in this study is the measurement model test (outer model) and structural model testing (inner model) with Smart PLS 3.0. Based on the results of the study, it is known that there is a positive and significant influence between the Product Innovation variable on Competitive Advantage as indicated by the t-statistic value of 2.180 with a P-Value of 0.030 and the Market Orientation variable also has a positive and significant effect on Competitive Advantage as indicated by the t-statistic value of 5.143 with a P-Value of 0.000.

Smeets R. and Wei Y. Productivity effects of United States multinational enterprises: the roles of market orientation and regional integration, Regional Studies. This paper considers the role of market orientation and regional integration in foreign direct investment (FDI) productivity effects. Using data of United States multinational enterprises operating in eight industries and thirteen Organisation for Economic Co-operation and Development (OECD) countries during 1987–2003, the productivity effects of local market-oriented FDI versus export-oriented FDI are compared, with the latter being split into FDI oriented at the parent and that at parties in third countries. Their productivity effects are also considered within two regional agreements: the Canadian–United States Free Trade Agreement (CUSFTA) and the European Union. Robust positive horizontal effects of parent firm-oriented FDI and third-country-oriented FDI are found, with notable differences in the effects of these FDI types between CUSFTA and the European Union. Smeets R. et Wei Y. Les effets productivité des sociétés multinationales aux Ue: le role de l'orientation marché et de l'intégration régionale, Regional Studies. Cet article cherche à évaluer le rôle de l'orientation marché et de l'intégration régionale dans les effets productivité de l'IDE. A partir des données sur les sociétés multinationales aux E-U installées dans huit industries et treize pays-membres de l'OCDE entre 1987 et 2003, on compare les effets productivité de l'IDE orienté vers le marché local à l'IDE à vocation exportatrice, ce dernier étant divisé entre l'IDE orienté vers la maison-mère et celui qui est orienté vers des partenaires situées dans des pays tiers. On considère aussi leurs effets productivité dans deux zones régionales: à savoir, la CUSFTA (la zone du libre-échange entre le Canada et les Etats-Unis) et l'Ue. Il s'avère des effets horizontaux positifs soutenus quant à l'IDE orienté vers la maison-mère et les pays tiers, y compris d'importantes différences des effets de ces catégories d'IDE entre la CUSFTA et l'Ue. Retombées IDE Orientation marché Intégration régionale Smeets R. und Wei Y. Produktivitätseffekte multinationaler Unternehmen in den USA: die Rolle der Marktorientierung und regionalen Integration, Regional Studies. In diesem Beitrag untersuchen wir die Rolle der Marktorientierung und regionalen Integration auf die Produktivitätseffekte ausländischer Direktinvestitionen. Anhand der Daten US-amerikanischer multinationaler Unternehmen, die zwischen 1987 und 2003 in acht Branchen und 13 OECD-Staaten tätig waren, vergleichen wir die Produktivitätseffekte von am lokalen Markt orientierten Auslandsdirektinvestitionen mit denen von exportorientierten Auslandsdirektinvestitionen, wobei in der zweiten Kategorie zwischen Investitionen, die sich an der Muttergesellschaft orientieren, und Investitionen, die sich an Parteien in Drittländern orientieren, unterschieden wurde. Ebenso untersuchen wir die Auswirkungen auf die Produktivität innerhalb von zwei Regionalabkommen: dem CUSFTA und der EU. Wir finden robuste positive horizontale Auswirkungen auf die muttergesellschafts- und drittlandorientierten Auslandsdirektinvestitionen, wobei sich im Vergleich zwischen CUSFTA und EU deutliche Unterschiede hinsichtlich der Auswirkungen dieser Arten von Auslandsdirektinvestitionen zeigen. Übertragungen durch Auslandsdirektinvestitionen Marktorientierung Regionale Integration Smeets R. y Wei Y. Efectos de productividad de empresas multinacionales de los Estados Unidos: los roles de la orientación mercantil y la integración regional, Regional Studies. En este artículo analizamos el papel de la orientación mercantil y la integración regional en los efectos de productividad de la Inversión Directa Extranjera (IDE). Con ayuda de datos de empresas multinacionales estadounidenses que operaron en 8 industrias y 13 países de la OCDE durante 1987–2003, comparamos los efectos de la productividad de la IDE en mercados locales con la IDE en mercados de exportación, ésta última dividida entre la IDE para sociedades matrices y partidos en países terceros. Asimismo consideramos sus efectos de productividad en el marco de dos acuerdos regionales: el CUSFTA (Tratado de Libre Comercio entre Canadá y Estados Unidos) y la UE. Observamos sólidos efectos horizontales positivos de la IDE en sociedades matrices y la IDE en países terceros, con notables diferencias en los efectos de estos tipos de IDE entre el CUSFTA y la UE. Desbordamientos de la IDE Orientación mercantil Integración regional

Managing in an economic crisis: The role of market orientation in an international law firm

PurposeThe paper aims to explore the role of market orientation in the multinational company's subsidiary's business performance.Design/methodology/approachThe paper is based on a questionnaire survey/analysis of a sample of 252 foreign subsidiaries in the UK.FindingsThe paper finds that market orientation is a key driver for business performance at foreign subsidiaries. However, the strength of its impact on performance depends on the subsidiary role.Originality/valueThis is the first systematic investigation of the role of market orientation in multinational companies' subsidiaries.

This study investigates the impact of market orientation and collaboration with supply chain members on product innovation performance in Guangdong IoT companies. Empirical analysis reveals that both dominant and reactive market orientations positively influence collaboration with supply chain members and product innovation performance. The study identifies three dimensions of innovation competency—strategic collaboration, research and development collaboration, and marketing collaboration—and highlights their mediating role in the relationship between market orientation and product innovation performance. Moreover, environmental turbulence moderates the impact of market orientation on product innovation performance, emphasizing the importance of aligning market strategies with external conditions. These findings contribute to theoretical understanding and offer practical insights for Guangdong IoT companies to enhance their innovation capabilities and drive product innovation in dynamic market environments.

Over the last decade market orientation and relationship marketing have been huo of the most outstanding fields of research within Marketing discipline. However, little at tention has been devoted towards the investigation of the interface existing between both concepts. The aim of this study is to overcome this deficiency. Thus, the paper begins with a review of the existing literature into relationship marketing and market orientation as well as their main constructs. The result of this analysis is the proposal of a theoretical causal model in which the cultural market orientation that buyer firms show appears as a conditioning factor of their loyalty towards a supplier. Next, the methodology followed as well as the empirical contrast of the model proposed are thoroughly presented. R e empirical data was obtained from huo personal surveys conducted on the same sample of 141 industrial companies. Finally, results, conclusions and practical implications are discussed. In this way, the research proves that a buyer firm’s cultural market orientation acts as an indirect antecedent to the degree of loyalty shown to its main supplier.

The effect of Entrepreneurial Orientation Market Orientation, Marketing Capabilities on Firm Performance of entrepreneurs in the Northeastern region of Thailand

Understanding the mechanisms through which firms realize the value of their market‐based knowledge resources such as market orientation is a central interest of innovation scholars and practitioners. The current study contends that realizing the performance impact of market orientation depends on know‐how deployment processes and their complementarities in functional areas such as marketing and innovation that co‐align with market orientation. More specifically, this study addresses two research questions: (1) to what extent can market orientation be transformed into customer‐ and innovation‐related performance outcomes via marketing and innovation capabilities; and (2) does the complementarity between marketing capability and innovation capability enhance customer‐ and innovation‐related performance outcomes? Drawing upon the resource‐based view and capability theory of the firm, a model is developed that integrates market orientation, marketing capability, innovation capability, and customer‐ and innovation‐related performance. The validity of the model is tested based on a sample of 163 manufacturing and services firms. In answer to the first research question, the findings show that market orientation significantly contributes to customer‐ and innovation‐related performance outcomes via marketing and innovation capabilities. This finding is important in that market‐based knowledge resources should be configured with the deployment of marketing and innovation capabilities to ensure better performance. In answer to the second research question, the findings indicate that market orientation works through the complementarity between marketing and innovation capabilities to influence customer‐related performance but not innovation‐related performance. Managers are advised to have a balanced approach to managing the deployment of capabilities. If they seek to achieve superiority in customer‐related performance, marketing capability, innovation capability, and their complementarity are essential for attracting, satisfying, building relationships with, and retaining customers. On the other hand, this complementarity would be considerably less important if firms placed greater emphasis on achieving superiority in innovation‐related performance. In contrast to many existing studies, this study is the first to model the roles of both innovation capability and marketing capability in mediating the relationship between market orientation and specific performance outcomes (i.e., innovation‐ and customer‐related outcomes).

An outstanding objective of the UN and EU in recent years is to improve the environment in which firms operate. This has increased pressures on companies from consumers, governments, and shareholders alike to develop and implement sustainable business practices. Literature has covered other strategic decisions that will improve a firms’ sustainable performance but no study has looked at this from a market-orientation perspective. However, a firm’s market orientation is regarded its capability that enables it to identify and respond to customers’ desires in order to deliver superior value to them. Other literature has affirmed market orientation as the most critical source of sustainable competitive advantage. Evidently, market-oriented companies can incorporate sustainability activities into their overall business strategies but there is a gap in knowledge as to what extent this affects firm sustainable performance. This conceptual paper, therefore, fills this gap, hence, analysed the impact of market orientation on sustainable performance of firms, and provides an argument on the market orientation to sustainable performance relationship. To achieve this, the study reviewed literature obtained from several databases concerning the related fields. Literature search was conducted using the keywords search via Google scholar engine and other research databases including Scopus and Web of Science. The individual variables were used as key search terms, though a limited amount of information was found, literature on market orientation proved promising. Articles deemed relevant to this conceptual paper were retrieved and reviewed. Additionally, books on the topic were searched using the same key search terms used in the research database. The findings confirmed the relationship between market orientation and firm sustainable performance. Further, it evaluated the mediating and moderating variables that impact the relationship between market orientation and firm sustainable performance. It is recommended that an empirical study is done to prove the strength of the relationships.

Market orientation is a way for companies to focus on customers so that customers continue to buy company products. Agility is an important ability of a company to increase a sustainable competitive advantage. This study was conducted based on the decline in batik sales in Pekalongan and the existence of a research gap on the relationship between market orientation and marketing performance. This paper aims to test empirically the mediating effect of agility on the relationship between market orientation and marketing performance. Data were collected from 190 SMEs in Pekalongan. The result shows that market orientation significantly affects agility and marketing performance, and agility significantly affects marketing performance. Furthermore, agility mediates the correlation between market orientation and marketing performance. The Marketing performance of Batik SMEs can be improved by developing market orientation and agility simultaneously. The role of market orientation in improving marketing performance will be more effective if it is done indirectly through agility.

Although it is widely acknowledged that market orientation and learning orientation are necessary success factors, the exact dynamics of the relationship between the constructs and firm performance is not perfectly clear. This article offers a new depth of understanding to this research by introducing and exploring the role of failure learning orientation. Specifically, the roles of market orientation, learning orientation, and failure learning orientation are explored with performance. Unlike previous literature, learning orientation did not mediate the market orientation and performance relationship. Instead, support was found for market orientation’s direct effect on performance and its indirect effect via failure learning orientation. The mediating role of failure learning orientation suggests that more specific learning typologies may alter the market orientation, learning orientation, and performance relationship. The study adds to existing market orientation research and the growing failure learning orientation literature. It emphasizes failure learning orientation’s importance in enhancing competitiveness and superior performance.

This study's objective is to develop an innovation performance model based on the role of market orientation and customer engagement. Market-oriented practices through customer engagement will enable companies to achieve innovation performance. This research was conducted on small and medium enterprises (SMEs) engaged in manu-facturing in Bali. A conceptual model was developed to determine the mediating role of customer engagement in the relationship between market orientation and innovation performance. The research design used was cross-sectional. Quantitative data were collected from 242 respondents by distributing questionnaires to managers and own-ers of manufacturing SMEs in Bali. The model was tested using Partial Least Square (PLS). The results of this study show that market orientation has a significant positive effect on innovation performance, market orientation has a positive effect on customer engagement, customer engagement has a positive effect on innovation performance, and customer engagement partially mediates the relationship between market orienta-tion and innovation performance. The results of this study are expected to be able to increase managers' insight and understanding of the mechanisms of how market ori-entation and customer engagement can contribute to innovation performance in ex-port-oriented SMEs.