The effect of market orientation on positional advantage and organizational performance

By Fred Langerak. 2003

159 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/40ba849f5bb1ca5d8753d6b383c79bddb8108a9d

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In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

Market Orientation and Performance: A Meta-Analysis and Cross-National Comparisons (2006, unknown): “But the available evidence is far from conclusive with a number of studies reporting only weak or non-significant results (Chan and Ellis, 1998; Gray, Matear, Boshoff and Matheson, 1998; Greenley, 1995; Han, Kim and Srivastava, 1998; Harris, 2001; Langerak, 2003).”
Leveraging marketing capabilities into competitive advantage and export performance (2015, background): “While a few studies have indicated that it is important to differentiate the two types of competitive advantages because they have different impacts on firm performance (e.g., Langerak 2003; Murray, Gao, and Kotabe 2011), this issue has been largely ignored in the literature.”
The role of intellectual resources, product innovation capability, reputational resources and marketing capability combinations in firm growth (2014, background): “…et al., 2012), in that the former are accumulated tangible assets which can be felt, quantified, valued and traded, and intangible assets are embedded in the firm’s culture or protected by legal property rights (such as reputation or patents; see also Langerak, 2003; Leonard-Barton, 1992).”
Linking organizational learning and customer capital through an ambidexterity context: an empirical investigation in SMEs1 (2007, background): “The performance and competitiveness of all organizations, particularly SMEs, are affected by the availability of financial resources, inadequacy of management and marketing, lack of skilled workers, weaknesses in external information and coping with government regulations (Aragon and Sanchez, 2005 ”
Organizational learning, entrepreneurial orientation, and the role of university engagement in SMEs (2016, methodology): “Drawing on prior studies (Covin and Slevin, 1989; Keh et al., 2007; Langerak, 2003; Menguc and Auh, 2006; Miller and Friesen, 1982; Ucbasaran, 2004), we employed a fiveitem scale to measure EO.”