Market Orientation and Other Potential Influences on Performance in Small and Medium-Sized Manufacturing Firms

By Alfred M. Pelham. 2000

531 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/7fcc794a0e7ac76f823f04afeea0afc79e0fcc25

How researchers see this paper

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

1. Yuan Li
2. Yi Liu
3. Gerald Yong Gao
4. Kamel Mellahi
5. Yongbin Zhao
6. Janet Murray
7. B. Rong
8. Masaaki Kotabe

Citations in the corpus

• The effects of business operation mode on market orientation, learning orientation and innovativeness (2005, background): “” It is widely accepted that market orientation has a positive influence on the performance of firms for both large and small firms (Beheshti, 2004; Bose, 2004; Deshpande, 1999; Pelham, 2000).”
• A meta-analysis of the relationship between market orientation and business performance: evidence from five continents (2004, background): “…0.249 190 M P Australia 90 X 0.895 S 0.780 0.307 Pelham (1997) 160 M X USA 91 X 0.880 S 0.780 0.280 Pelham (1999) 229 M P USA 91 X 0.820 S 0.840 0.339 Pelham (2000) 235 M P USA 91 X NRg S NRg 0.347 Pelham and Wilson (1996) 68 X X USA 91 X 0.920 S 0.770 0.210 Pitt, Caruana, and Berthon (1996) 130…”
• Market orientation and performance of export ventures: the process through marketing capabilities and competitive advantages (2011, background): “Many studies have examined the relationship between market orientation and performance (e.g., Jaworski and Kohli 1993; Narver and Slater 1990; Pelham 2000; Slater and Narver 1994), with general empirical support that market orientation enhances firm performance (c.”
• Market Orientation and Alternative Strategic Orientations: A Longitudinal Assessment of Performance Implications (2002, background): “For example, Pelham (2000) shows that market orientation has a positive and significant relationship to a range of performance measures, including marketing effectiveness, sales growth, market share, and profitability.”
• The Complementary Effects of Market Orientation and Entrepreneurial Orientation on Profitability in Small Businesses** (2009, background): “A study of small firms by Pelham (2000) revealed no significant difference in market orientation ratings or effects across two-digit SIC code categories.”
• Effect of Entrepreneur and Firm Characteristics on the Business Success of Small and Medium Enterprises (SMEs) in Bangladesh (2011, background): “Most of the previous studies dealing with the conditions of successful business have focused on large companies rather than SMEs (i.e., Ghosh and Kwan, 1996; Kauranen, 1996 and Pelham, 2000).”
• What do Managers’ Survey Responses Mean and What Affects Them? The Case of Market Orientation and Firm Performance (2011, background): “…of research on specific factors affecting firm performance include, technology orientation (Gatignon and Xuereb, 1997), production orientation (Pelham, 2000), learning orientation (Barker and Sinkula, 1999), entrepreneurial orientation (Matsnuno et al., 2002) and strategy type (Matsuno and…”
• Market Orientation and Internationalization in Small and Medium‐Sized Enterprises (2008, unknown): “There is evidence of a positive relationship between MO and performance (Pelham 2000, 1993; Slater and Narver 2000; Deshpandé and Farley 1999; Pitt, Caruana, and Berthon 1996; Jaworski and Kohli 1993; Ruekert 1992; Narver and Slater 1990).”
• The influence of business strategy on new product activity : The role of market orientation (2003, background): “Consequently, the extent to which these firms develop and launch new products will also be limited (Pelham 2000, p. 55-56).”
• The Influence of CEO Gender on Market Orientation and Performance in Service Small and Medium‐Sized Service Businesses (2010, unknown): “As such, while gender does not have significant direct effects on performance variables, its indirect effects are significant, indicating that female-led service SMEs perform significantly better due to their stronger market orientation compared to male-led SMEs.”
• Strategies for superior performance under adverse conditions: A focus on small and medium-sized high-growth firms (2014, methodology): “For example, firms form their strategy after evaluating environmental conditions in respect to their expectations, general trends, past performance (Child, 1972), opportunity exploitation (Penrose, 1959) and the specific attributes of the industries that they address (Porter, 1980).”