Market Orientation and Company Profitability: Further Evidence Incorporating Longitudinal Data

By J. Dawes. 2000

278 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/e655dca74c0c08ce148d87cec9db9b47e1f0fe4b

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Do customer satisfaction and reputation mediate the CSR–FP link? Evidence from Australia (2012, methodology): “Thus, following the accepted design of previous research (e.g. Dawes, 2002; Spanos and Lioukas, 2001; Vorhies and Harker, 2000), subjective measures of performance were considered appropriate for this study.”
Competitor-oriented objectives: the myth of market share (2006, methodology): “•Dawes (2000), using a scale adapted from Narver and Slater’s, found a positive relationship between self-reported performance and competitor orientation.”
The impact of creativity on performance in non-profits (2005, background): “Numerous articles in the genre have noted the need for using multiple, instead of single, respondents (Gray et al., 1998; Dawes, 2000; Tsai, 2002).”
A meta-analysis of the relationship between market orientation and business performance: evidence from five continents (2004, unknown): “…Ramaseshan, and Ewing (1999) 171 S N Australia 90 M 0.889 S 0.880 0.606 Cervera, Mollá, and Sánchez (2001) 399 S N Spain 51 M NRg S NRg 0.337 Dawes (2000) 93 X P Australia 90 M 0.857 X NRg 0.198 Deshpandé and Farley (1998) 82 X P USA, Germany 82 X 0.710 S NRg 0.430 Dobni and Luffman…”
Market orientation, brand investment, new service development, market position and performance for service organisations (2004, unknown): “Jaworski and Kohli, 1996; Dawes, 2000; Johne and Storey, 1998; and”
Intellectual capital and business performance in the Portuguese banking industry (2008, background): “In fact, competitive intelligence be a source of innovation and new product development (Dawes, 2000; Rothberg and Erickson, 2002).”
What do Managers’ Survey Responses Mean and What Affects Them? The Case of Market Orientation and Firm Performance (2011, background): “…shows that performance measures have an impact on the estimated strength of the MO-performance link (Kirca et al., 2005; Ellis, 2006) with researchers assessing performance by using either managers’ perceptions or objective accounting numbers – the former being most popular (Dawes, 2000).”
Inter‐relationships between innovation and market orientation in SMEs (2007, background): “…practitioner literature from studies that suggest an increased level of market orientation can lead to improvements in firm performance (Atuahene-Gima, 1996; Han et al., 1998; Deshpandé and Farley, 1999; Dobni and Luffman, 2000; Dawes, 2000; Narver and Slater, 1990; Verhees and Meulenberg, 2004).”