How does market orientation contribute to service firm performance

By S. Matear, Phil Osborne, Tony C. Garrett, B. Gray. 2002

218 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/662bb3971972a79f0f31d8e1cd79b6cde86839ab

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In Information Systems and Management

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Market orientation, brand investment, new service development, market position and performance for service organisations (2004, background): “Research by Matear et al. (2002) suggests that market orientation has a dual role as both a direct contributor to performance and as an indirect contributor through innovation.”
The impact of internal and external market orientations on firm performance (2009, background): “Of particular interest is that MO has been shown to have positive consequences for the profitability of the firm (see, for example, Avlonitisa & Gounaris, 1997; Homburg & Pflesser, 2000; Langerak, 2001; Matear et al., 2002).”
Effects of supply chain integration and market orientation on firm performance: Evidence from China (2013, background): “Scholars suggest that market orientation acts as a contingency factor in the relationship between innovation and firm performance (Hsieh et al., 2008; Kirca et al., 2005; Matear et al., 2002).”
Examining online social brand engagement: a social presence theory perspective (2017, background): “Matear et al. (2002) note that a potential moderator becomes rather an antecedent to the dependent variable when the interaction term’s effect is not significant, but the moderator is significantly related to the dependent variable.”
The role of predevelopment activities in the relationship between market orientation and performance (2004, unknown): “Their proposition is consistent with literature assuming that culture gives rise to specific organizational structures and processes, which in turn affect the nature and effectiveness of NPD-activities and outcomes (Moorman, 1995). Slater and Narver (1994b) selected NPD as the mediating variable for”
Customer orientation and innovation : a comparative study of manufacturing and service firms (2016, background): “Innovation has been called the “missing link” between customer orientation and firm performance (Agarwal et al., 2003; Han et al., 1998; Kirca et al., 2005; Matear et al., 2002).”