Abstract
Market orientation (MO) and Entrepreneurial orientation (EO) have gained the importance in today’s world. Now these two are considered the main sources in the increase of firm performance. A corelation analysis is performed to understand and determine whether the market orientation and entrepreneurial orientation is associated with the firm performance. The Past studies did not analyze the effect of MO and EO on the firm performance. The research design and methodology adopted is given together with the findings leading to the conclusions related to propositions concerning the variables. The data is collected from various reputed universities that are giving the business education. Entrepreneurial orientation and market orientation provides the basic knowledge about the organizational learning that enables the organization to achieve the high performance and to understand the values of customers (Liu et al, 2002). The paper draws on survey data from 100 students including male and female students. The results show that EO and MO are strongly co-related with dependent variable. However, a few recommendations and future research is also given.
Highlights
The focus of this research is that how entrepreneurial orientation and markets orientation affects the firms performance
The market orientation is the process of creating superior value and increasing performance (Slater and Narver, 2000)
The companies are required to be focused by the strong market orientation on those environmental elements, which increases the ability for the customer satisfaction relative to competitors (Baker and Sinkula, 1999)
Summary
The focus of this research is that how entrepreneurial orientation and markets orientation affects the firms performance. As market oriented has different perspectives that focus the customer, competitive intelligence, and crossfunctional intelligence and performance implication. A business is market oriented when its culture is systematically and entirely committed to continue creation of superior customer value. The decisionmaking perspectives are market intelligence perspective, culturally based behavioral perspective, strategic perspective and the customer orientation perspective (Jaworski & Kohli, 1993). The model developed by the Slater and Narver (2000) consists of the three components which are customer competitor, competitor orientation and interventional coordination. The market orientation is involved to use the superior organizational skills in understanding and satisfying the customers. Kohli and Jaworski (1990) stated that three main features of the marketing orientation marketing concepts: (1) customer focus, (2) coordinated marketing, and (3) profitability
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