Market orientation, marketing capabilities, and firm performance

By Neil A. Morgan, Douglas W. Vorhies, Charlotte H. Mason. 2009

1,579 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/b96edcb4996bccfc05172e63661193e5b42443e5

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In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

Resource-Based and Institutional Perspectives on Export Channel Selection and Export Performance (2013, background): “Recent scholarship (Hult, Ketchen and Slater, 2005; Morgan et al., 2009) has highlighted the importance of MO capabilities.”
The role of intellectual resources, product innovation capability, reputational resources and marketing capability combinations in firm growth (2014, methodology): “…in customer satisfaction and financial growth, (e.g. Alpkan et al., 2007; Bamiatzi and Kirchmaier, 2014; Boso et al., 2013; Lechner and Gudmundsson, 2014; Morgan et al., 2009) on a seven-point scale (where 1 = ‘much worse than stated objective’ to 7 = ‘much better than stated objectives’).”
Pricing orientation, pricing capabilities, and firm performance (2013, background): “The marketing-capability literature uses quantitative surveys to document a positive link between pricing capabilities – a sub-set of marketing capabilities – and firm performance (Morgan et al., 2009; Vorhies and Morgan, 2005).”
Strategic goal accomplishment in export ventures: the role of capabilities, knowledge, and environment (2018, methodology): “…i.e. its ability to conceive plans that optimize the match among its goals, resources, and marketplace, and implementation capability i.e. the venture’s ability to transform planned strategies into realized strategic behaviors and resource deployments using items from Morgan et al. (2009).”
Quo Vadis, Dynamic Capabilities? A Content-Analytic Review of the Current State of Knowledge and Recommendations for Future Research (2018, background): “Theoretical integration Combination of dynamic capabilities perspective with other theories Resource-based view of the firm A theory focusing on how certain characteristics of resources can give the firm a competitive advantage Kim and Mahoney (2010), Morgan, Vorhies, and Mason (2009) 12 (4.0”
Building industrial brand equity by leveraging firm capabilities and co-creating value with customers (2015, methodology): “Marketing capability is measured by an adapted version of scales used by O'Cass and Ngo (2012) and Morgan, Vorhies, and Mason (2009) capturing firm's capabilities in designing and implementing marketing mix programs.”
Linking marketing capabilities with profit growth (2009, background): “From a margin growth rate perspective, superior market-sensing capabilities provide market insights that enable firms to lower their average costs through more productive resource use by better matching the firm's resource acquisitions and deployments with customer and prospect opportunities (e.g., ”
Speed or quality? How the order of market entry influences the relationship between market orientation and new product performance (2011, background): “However, although there is strong evidence to support the relationship between MO and new product (NP) performance, there is limited understanding of how firms deploy MO under different market conditions (Hult et al., 2007; Morgan et al., 2009).”
Market orientation, market disruptiveness capability and social enterprise performance: An empirical study from the United Kingdom (2019, background): “, 1997) argue that some valuable resources such as marketing orientation of a firm should be combined with capabilities in order to improve the firm’s performance and it has been empirically supported in the marketing literature (Morgan et al., 2009), others argue that the simultaneous adoption of t”