An Appraisal of Research on the Predictive Power of Market Orientation

By Fred Langerak. 2003

172 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/2784b84287666771fd6e3c9da3cb0c980def0260

How researchers see this paper

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

In Organizational Behavior and Human Resource Management

1. T. Coltman
2. J. Fahy
3. Timothy M. Devinney
4. Gordon E. Greenley
5. Ian Lings
6. S. Venaik
7. A. Foley
8. S. Gounaris

In Strategy and Management

1. T. Coltman
2. J. Fahy
3. Timothy M. Devinney
4. Gordon E. Greenley
5. Ian Lings
6. A. Foley
7. Rıfat Kamaşak
8. Oluwole Peter Akadiri

Citations in the corpus

• Formative versus reflective measurement models: two applications of formative measurement | NOVA. The University of Newcastle's Digital Repository (2008, background): “Yet, they measure market orientation through behavioral items relating to customer orientation, competitor orientation and inter-functional coordination (Langerak, 2003).”
• The impact of internal and external market orientations on firm performance (2009, background): “It is reported to have both financial and non-financial consequences for the firm (see Langerak, 2003, for a comprehensive review of the business consequences of market orientation).”
• Seeing market orientation through a capabilities lens (2009, background): “Empirical support is equivocal (Gray and Hooley, 2002; Langerak, 2003) with the predictive ability of the construct on performance dependent on a number of situational characteristics such as the scale chosen to measure market orientation, the cultural context of the study, the industry context, and”
• The Implementation of a Market Orientation: A Review and Integration of the Contributions to Date (2008, unknown): “Despite the existence of “anomalies” (see, e.g. Appiah-Adu, 1998; Greenley, 1995a; Langerak, 2003), the dominant finding is that a firm’s degree of market orientation has a positive effect on (financial) business performance, more specifically on sales, market share, and profitability (Jaworski and ”
• Why competitors matter for market orientation (2009, unknown): “Meta-analyses of empirical research on market orientation document the positive effects of a firm’s overall market orientation on that firm’s performance (Kirca et al., 2005; Baker and Sinkula, 2005; Cano et al., 2004; Langerak, 2003).”