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Market Orientation: Antecedents and Consequences

Bernard J. Jaworski and Ajay K. Kohli
Journal of Marketing
Vol. 57, No. 3 (Jul., 1993), pp. 53-70
DOI: 10.2307/1251854
Stable URL: http://www.jstor.org/stable/1251854
Page Count: 18
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Market Orientation: Antecedents and Consequences
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Abstract

This research addresses three questions: (1) Why are some organizations more market-oriented than others? (2) What effect does a market orientation have on employees and business performance? (3) Does the linkage between a market orientation and business performance depend on the environmental context? The findings from two national samples suggest that a market orientation is related to top management emphasis on the orientation, risk aversion of top managers, interdepartmental conflict and connectedness, centralization, and reward system orientation. Furthermore, the findings suggest that a market orientation is related to overall (judgmental) business performance (but not market share), employees' organizational commitment, and esprit de corps. Finally, the linkage between a market orientation and performance appears to be robust across environmental contexts that are characterized by varying degrees of market turbulence, competitive intensity, and technological turbulence.

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