Market Orientation and Alternative Strategic Orientations: A Longitudinal Assessment of Performance Implications

By Charles H. Noble, Rajiv K. Sinha, Ajith Kumar. 2002

1,129 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/0d9b72dac78a3e744606ce1dd9d7d9476aa65ecf

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

1. Kevin Zheng Zhou
2. Julie Juan Li
3. C. Li
4. Zhilin Yang
5. G. Tyge Payne
6. James R. Brown
7. C. Dev
8. Todd W. Moss

In Management of Technology and Innovation

1. Antonella Zucchella
2. G. Tyge Payne
3. Todd W. Moss
4. Per Servais
5. B. Hagen
6. A. Kirca
7. C. K. Yim
8. James R. Brown

In Strategy and Management

1. Kevin Zheng Zhou
2. Julie Juan Li
3. C. Li
4. T. Madsen
5. G. Knight
6. H. Sørensen
7. Zhilin Yang
8. James R. Brown

Citations in the corpus

• Understanding Market‐Driving Behavior: The Role of Entrepreneurship (2008, neutral): “Some firms demonstrate what has been termed a strong technology orientation (TO) (Noble, Sihna, and Kumar 2002; Atuahene-Gima and Ko 2001).”
• What do Managers’ Survey Responses Mean and What Affects Them? The Case of Market Orientation and Firm Performance (2011, background): “Examples in marketing include Ailawadi et al. (2004) and the study by Noble et al. (2002).”
• The effects of business operation mode on market orientation, learning orientation and innovativeness (2005, neutral): “time (Baker and Sinkula, 1999; Hardley and Mavondo, 2000; Noble et al., 2002).”
• On what should firms focus in transitional economies? A study of the contingent value of strategic orientations in China (2007, background): “However, market orientation is not the only viable and lucrative business approach that a firm can take; many companies have become highly successful by following a technology (Gatignon & Xuereb, 1997) or a selling orientation ( Noble, Sinha, & Kumar, 2002 ).”
• Developing strategic orientation in China: antecedents and consequences of market and innovation orientations (2005, background): “Market and innovation orientations are the two most important strategic orientations for firms to achieve a long-term success (Berthon et al., 1999; Deshpande et al., 1993; Hurley and Hult, 1998; Noble et al., 2002).”
• Organizational Virtue Orientation and Family Firms (2011, methodology): “While various types of content analysis exist, in our study we use DICTION 5.0, a computer-assisted content analysis program, to analyze one specific form of organizational narrative—that of CEO letters to shareholders (Hart, 2000; Noble et al., 2002; Short & Palmer, 2008).”