Is Market Orientation a Source of Sustainable Competitive Advantage or Simply the Cost of Competing

By Vikas Kumar, Eli Jones, R. Venkatesan, Robert P. Leone. 2011

665 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/bbf0986a4a088ad4f2404a4705d9766931386489

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Citations in the corpus

Benefiting from economic crisis? Strategic orientation effects, trade-offs, and configurations with resource availability on SME performance (2020, background): “It has been noted that both EO and MO, while being valuable firm strategic orientations, are each costly and resource-intensive (Covin and Slevin 1991; Kumar et al. 2011; Morgan et al. 2015; Wiklund and Shepherd 2011).”
Evolution of Marketing as a Discipline: What Has Happened and What to Look Out For (2015, background): “…Ye, Marinova, and Singh 2007), firm value (Krasnikov, Jayachandran, and Kumar 2009; Rao and Bharadwaj 2008), the marketing–finance interface (Hanssens, Rust, and Srivastava 2009; Kumar and Shah 2009; Mantrala et al. 2007), and competitive advantage (Kumar et al. 2011; Vorhies and Morgan 2005).”
Market orientation and business performance: evidence from franchising industry. (2015, positive): “…so, a firm is able to identify and respond to their customers' needs and provide products and services that fit those needs, thus making market orientation a primary instrument in developing a sustainable competitive advantage (Jaworski and Kohli, 1993; Narver and Slater, 1990; Kumar et al., 2011).”
The Form of Relationship between Firm-Level Product Innovativeness and New Product Performance in Developed and Emerging Markets (2015, background): “Interestingly, Kumar et al. (2011) observe that market orientation levels of businesses in developed markets are increasing in magnitude as the benefits of market-oriented activities are becoming more widely accepted as good business practice.”
Unpacking the Relationship between Sales Control and Salesperson Performance: A Regulatory Fit Perspective (2018, neutral): “Thus, in line with recent research (Kumar et al. 2011; Kumar and Pansari 2016), we conducted Study 2 to assess the robustness of our model using panel data collected from salespeople and sales managers at two points in time.”
Market orientation, marketing capability, and new product performance: The moderating role of absorptive capacity (2016, positive): “…2009), which not only result in new product success (Baker & Sinkula, 2005; Tsai et al., 2008), but also facilitate other capabilities of firms to “become more distinctive (relative to the competition) over the long run, resulting in sustainable competitive advantage” (Kumar et al., 2011, p. 17).”
Authentic assessment in business education: its effects on student satisfaction and promoting behaviour (2018, background): “Universities can do so by addressing critical issues such as industry demands and graduate employability as discussed earlier (GraduateCareers Australia 2015; Healy 2015a, 2015b; Kumar et al. 2011; Oliver 2015).”
Strategic goal accomplishment in export ventures: the role of capabilities, knowledge, and environment (2018, background): “…we focus on market dynamism and competitive intensity as key marketplace characteristics that may affect strategic goal accomplishment as both have been shown to be key sources of environmental uncertainty affecting organizational conduct and performance (Kumar et al. 2011; Wilden & Gudergan 2015).”
Corporate Social Responsibility and Shareholder Wealth: The Role of Marketing Capability (2016, background): “Given marketing’s pivotal role in firm relationships with stakeholders (Kumar et al. 2011), marketing capability is likely to be a key explanatory factor in governing shareholder wealth from CSR.”