Market-driven versus driving markets

By Bernard J. Jaworski, Ajay K. Kohli, A. Sahay. 2000

969 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/6a88daf3dc99dc664f2f936335a6f383a9426ab2

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Working with Rivals: The Impact of Competitor Alliances on Financial Performance (2007, background): “…about its competitors’ current activities and future objectives (Lado, Boyd, and Hanlon 1997), when armed with this information, a zero-sum-oriented firm is better equipped to achieve its goals of eliminating rivals in mutually harmful competitive “deconstruction” (Jaworski, Kohli, and Sahay 2000).”
Entrepreneurial orientation and market orientation as drivers of product innovation success: A study of exporters from a developing economy (2013, background): “…and the firms that are the most nimble, better able to shape new markets, and outsmart competitors (i.e. entrepreneurially-oriented firms) are the best placed to uncover unmet needs within existing or new market segments and to satisfy those needs with superior offerings (Jaworski et al., 2000).”
Beyond Market Orientation: The Adoption of Knowledge Management Practices and the Innovativeness of New Zealand Firms (2003, methodology): “For example, in Kohli and Jaworski’s (1990) seminal work, a market orientation was defined as the organisation-wide generation, dissemination and responsiveness to market intelligence pertaining to the current and future needs of customers.”
Measuring Marketing Productivity: Current Knowledge and Future Directions (2004, background): “The firm can choose to be proactive (market driving) or reactive (market driven) (Jaworski, Kohli, and Sahay 2000).”
Market Orientation, Innovativeness, Product Innovation, and Performance in Small Firms (2004, background): “In this context, elaborate theories and frameworks about the relationship between market orientation and innovation have been proposed (Jaworski, Kohli, and Sahay 2000; Connor 1999; Slater and Narver 1998, 1999; Han, Kim, and Srivastava 1998; Hurley and Hult 1998; Atuahene-Gima 1996; Slater and…”
Exploitation or exploration in service business development? : Insights from a dynamic capabilities perspective (2010, background): “Market-driven refers to exploitation because sensing and seizing capabilities indicate the acceptance of the market as given, while market-driving emphasizes proactive business logic which involves changing the composition of market players and indicates exploration (Jaworski et al., 2000).”
Collaborative Market Driving: How Peer Firms Can Develop Markets Through Collective Action (2020, methodology): “These rewards include generating novel revenue streams and opportunities for firms to build sustainable competitive advantage (Carpenter and Nakamoto 1989; Day and Moorman 2010; Jaworski, Kohli, and Sahay 2000).”
Idea generation: customer co‐creation versus traditional market research techniques (2011, background): “This can be accomplished by working closely with lead users or by conducting market experiments to discover future needs (Jaworski et al., 2000; Slater and Narver, 1998; 1 Responsive market orientation is also referred to as ‘customer-led’ (Slater and Narver, 1998) and ‘customercompelled’ (Day,…”
Entrepreneurial marketing in small businesses: A conceptual exploration (2011, background): “While the interface between marketing and entrepreneurship has generated debate, the MO literature has also identified a relationship between innovation, MO and company performance (Connor, 1999; Hurley and Hult, 1998; Jaworski et al., 2000; Slater and Narver, 1998; Verhees and”
Why competitors matter for market orientation (2009, background): “For research on the latter, see Slater and Narver (1998, 1999), Jaworski et al. (2000), Kumar et al. (2000), and Narver et al. (2004).”