Effects of market orientation on the behaviors of salespersons and purchasers, channel relationships, and performance of manufacturers

By Fred Langerak. 2001

239 citations recorded by the source corpus.

Subfields: Marketing, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/1dc040e061fe2cfe9fbc35b4f54599d4f5449c6c

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Citations in the corpus

Market orientation and performance in the service industry: A data envelopment analysis (2007, background): “This makes it difficult to advance rigorous analyses of how marketing costs may affect performance (Langerak, 2001).”
The Effect of Market Orientation on Performance of Sharing Economy Business: Focusing on Marketing Innovation and Sustainable Competitive Advantage (2019, background): “As such, market orientation has a positive influence on the market performance of the firm and is recognized as a theoretically and practically important factor of competitive advantage [10].”
Cultural vs. operational market orientation and objective vs. subjective performance: Perspective of production and operations (2005, unknown): “While the meta-analysis reported by Rodriguez-Cano, Carrillat, and y Jaramillo (2004) supports a positive relationship between market orientation and performance, the reviews of Langerak (2003a), Sin et al.”
Co-opetition, distributor's entrepreneurial orientation and manufacturer's knowledge acquisition: Evidence from China (2011, background): “Thus, the question of how to enhance the manufacturer’s market responsiveness has become an important issue in China (Langerak, 2001; Zhu and Sarkis, 2004; Ianchovichina and Martin, 2004).”
Market orientation and marketing practice in a developing economy (2005, background): “…in recent years of several new studies indicates that this is not the case, for MO has now been found to have a significant effect on firm performance in Germany (Homburg and Pflesser 2000), the Netherlands (Langerak 2001), Australia (Farrell 2000), Saudi Arabia (Bhuian 1998) and elsewhere.”
A meta-analysis of the relationship between market orientation and business performance: evidence from five continents (2004, background): “Examples of these parameters are customer satisfaction and better products and services (Kahn, 2001; Langerak, 2001), interorganizational relationships and interdepartmental integration (Kahn, 2001; Steinman, Deshpandé, and Farley, 2000), organizational commitment and esprit-de-corps of employees (J”
The impact of internal and external market orientations on firm performance (2009, background): “being market orientated) is generally accepted as an important organisational competence (Chang & Chen, 1998; Jaworski & Kohli, 1993; Vorhies, Harker, & Rao, 1999) and has been shown to have significant benefits for organisational financial performance (Langerak, 2001; Matear, Osborne, Garrett, & Gr”