Market orientation heterogeneity and new joint venture formation announcements: creating value for parent firms

2020 ◽  
Vol 13 (3) ◽  
pp. 433-451
Author(s):  
Vivien E. Jancenelle ◽  
Shuqin Wei ◽  
Tyson Ang
Keyword(s):  
Market Orientation ◽  
Joint Venture ◽  
Customer Orientation ◽  
Annual Reports ◽  
Computer Assisted ◽  
Content Type ◽  
Competitor Orientation ◽  
Study Methodology ◽  
Positive Effect

PurposeJoint ventures (JVs) are known to create value for their parent firms, in part due to the mutually beneficial sharing of information that occurs at the JV level. Market orientation (MO) is a well-documented strategic orientation that has received little attention in the JV literature, despite considerable research suggesting that MO has a positive effect on performance. This study posits that the MO skills contributed to a new JV by parent firms are likely to play a central role in a shareholder's assessment of the potential for success of a newly announced JV, thereby triggering changes in market value for parent firms.Design/methodology/approachComputer-Assisted-Text-Analysis (CATA) is used to calculate MO heterogeneity from annual reports, and event-study methodology is used to assess parent firm performance. The authors rely on a US sample of 82 public JV parents involved in 41 new equally-weighted JV formation announcements.FindingsThe authors find that heterogeneity on MO's behavioral components (customer orientation, competitor orientation, and coordination) is negatively related to parent performance, while heterogeneity on MO's profitability component is positively related to parent performance. However, the effect of MO's long-term focus heterogeneity on parent performance was not supported.Originality/valueThe results suggest that the benefits of information sharing in partnerships may be of a nuanced nature when it comes to MO. Although heterogeneity in profitability inclination created value for parent firms announcing a new JV; heterogeneity in customer, competitor and coordination market orientations did not appear to be rewarded by shareholders.

Developing life insurer-insurance intermediary relationships

2014 ◽  
Vol 24 (5) ◽  
pp. 455-468 ◽  
Author(s):  
Tsu-Wei Yu ◽  
Mei-Su Chen
Keyword(s):  
Customer Orientation ◽  
Insurance Industry ◽  
Marketing Channel ◽  
Influential Factors ◽  
Content Type ◽  
Life Insurers ◽  
Relationship Orientation ◽  
Cooperative Relationship ◽  
Positive Effect

Purpose – The purpose of this paper is to investigate the influential factors of the antecedents of relationship quality (RQ), RQ, and long-term relationship orientation between the members that constitute the insurance marketing channel. Design/methodology/approach – This study uses in-depth interviews as well as a survey to examine long-term relationship orientation between life insurers and insurance intermediaries in Taiwan. Findings – Results indicate that antecedents of RQ (customer orientation, expertise, similarity, and contact intensity) have a positive effect on RQ. Relationship qualities (trust, satisfaction, and commitment) have a positive effect on the long-term relationship orientation. The antecedents of RQ have a positive effect on the interaction of long-term relationship orientation through mediating effects of RQ. Originality/value – It fills a gap in the literature by explores the long-term cooperative relationship between life insurers and insurance intermediaries based on the RQ perspective. Further, previous studies have focused on the automobile, food, electronic information, textile, and financial industries. Few studies have looked at insurance marketing outsourcing from a RQ perspective. Thus, this study will be useful to decision makers in the insurance industry seeking to improve their supplier-distributor relationships.

Market orientation and firm performance: can there be too much of a good thing?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Vivien Jancenelle ◽  
Susan F. Storrud-Barnes ◽  
Dominic Buccieri
Keyword(s):  
Firm Performance ◽  
Market Orientation ◽  
Past Research ◽  
Good Thing ◽  
Annual Reports ◽  
Curvilinear Relationship ◽  
Computer Assisted ◽  
Content Type ◽  
Trade Offs ◽  
Linear Relationships

PurposePast research has generally purported that market orientation (MO) leads to superior firm performance, despite emerging evidence suggesting that the highest levels of MO are not always rewarded. Drawing on resource-based view and MO literature, the authors posit that too much MO may be as detrimental as too little for firms seeking to achieve better performance, and that moderate MO capabilities may be the most beneficial. Furthermore, the authors propose and test for organizational confidence as a first potential moderator of the MO-performance inverted U-shaped link.Design/methodology/approachThe authors use Computer-Assisted-Text-Analysis (CATA) methodology assess constructs from annual reports matched with a 5-year longitudinal dataset of 2,245 firm-year observations drawn from the S&P 500.FindingsThe results not only support the presence of an inverted U-shaped link between MO and firm performance, but also identify organizational confidence as an important moderator of this newly uncovered curvilinear relationship.Practical implicationsWhen it comes to the effect of MO on firm performance, there can be indeed be “too much of a good thing,” and managers should be aware of the trade-offs that come attached with overcommitting to a MO strategy.Originality/valueThe authors contribute to extant research on the MO–performance link by moving beyond simple linear relationships and identifying an inverted U-shaped relationship between MO and firm performance. This newly found curvilinear relationship may explain and reconcile prior contradicting findings on the benefits of MO. Organizational confidence is also found to trigger a shape-flip of the MO–performance link, thereby suggesting a new boundary condition.

Role of market orientation in sustainable performance

Humanomics ◽  
2016 ◽  
Vol 32 (3) ◽  
pp. 352-375 ◽  
Author(s):  
Soheil Kazemian ◽  
Rashidah Abdul Rahman ◽  
Zuraidah Mohd Sanusi ◽  
Abideen A. Adewale
Keyword(s):  
Market Orientation ◽  
Structural Equation ◽  
Customer Orientation ◽  
Partial Least Square ◽  
Least Square ◽  
Three Dimensions ◽  
Equation Modeling ◽  
Future Research ◽  
Content Type ◽  
Competitor Orientation

Purpose Without prejudice to the efficacy of other poverty alleviation mechanisms, micro-financing arguably enjoys relative prominence. However, notwithstanding the remarkable loan repayment rate that the microfinance firms report, they still face the challenge of sustainability. The paper aims to provide insights into how three dimensions of market orientation, namely, customer orientation, competitor orientation and inter-function coordination, affect the two aspects of the sustainability of microfinance institutions (MFIs; management and financial). Design/methodology/approach To achieve this goal, this study focuses on Amanah Ikhtiar Malaysia (AIM), a leading microfinance provider which is also the largest MFI in South East Asia. Data elicited via a survey questionnaire administered on 190 management staff of AIM across Malaysia are subjected to statistical analysis via the partial least square-structural equation modeling using SmartPLS 2.0. Findings The results provide empirical evidences that indicate that management sustainability is significantly influenced by customer orientation and inter-function coordination. However, only customer orientation affects the financial sustainability of AIM. Nevertheless, competitor orientation has non-significant effects on both aspects of sustainability of AIM. Research limitations/implications The result of the paper contributes to the literature in understanding the long-term sustainable financial and social performance-based market orientation. Originality/value Findings are useful for policy makers, management of MFIs, practitioners and academics to enhance microfinance system. Managerial implications, limitation of the study and suggestions for future research are also included.

scholarly journals Accountability via social and financial performance of the hospitality sector: the role of market orientation

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Soheil Kazemian ◽  
Hadrian Geri Djajadikerta ◽  
Saiydi Mat Roni ◽  
Terri Trireksani ◽  
Zuraidah Mohd-Sanusi
Keyword(s):  
Financial Performance ◽  
Market Orientation ◽  
Customer Orientation ◽  
Social Performance ◽  
Three Dimensions ◽  
Content Type ◽  
Top Managers ◽  
The Social ◽  
Competitor Orientation ◽  
Hospitality Sector

Purpose This study aims to examine the three dimensions of market orientation, namely, customer orientation, competitor orientation and inter-function coordination, which influence the accountability in the financial and social performance of tourism operators in large touristic cities. Design/methodology/approach In total, 95 usable questionnaires as the required data were collected from the top managers of four- and five-star hotels in Iran. Findings Partial least squares (PLS) results confirm that customer orientation and inter-function coordination influence both the financial and social performance of the hospitality sector yet reveal that competitor orientation has no significant relationship with social performance. Research limitations/implications These findings not only highlight the compatibility of PLS with various forms of statistical analyzes but also furthers the current understanding of hospitality networks in megacity economies, where literature are scarce. Practical implications The findings of this study can help policymakers, tourism associations and practitioners enhance the accountability and sustainable financial and social performance of the hospitality industry in megacities. This study proposes some unique measurements for the social and financial performance of the hospitality sectors. Originality/value The paper states some new measurements for the social performance of the hospitality sectors. In addition, measuring the impacts of market orientation on the financial and social aspects of hotels is totally unique.

How manufacturer market orientation influences B2B customer satisfaction and retention: empirical investigation of the three market orientation components

2015 ◽  
Vol 30 (2) ◽  
pp. 182-193 ◽  
Author(s):  
Chiquan Guo ◽  
Yong Wang
Keyword(s):  
Customer Satisfaction ◽  
Market Orientation ◽  
Customer Relationship Management ◽  
Customer Orientation ◽  
Relationship Management ◽  
Customer Retention ◽  
Customer Relationship ◽  
Content Type ◽  
Relationship Outcomes ◽  
Competitor Orientation

Purpose – This paper aims to examine how the three market orientation components (customer orientation, competitor orientation and interfunctional coordination) influence industrial manufacturers’ customer relationship management outcomes in a business-to-business (B2B) context. Design/methodology/approach – In linking market orientation components and their relationship outcomes, the authors examined the moderating effect of interfunctional coordination. The model was tested using data collected from 279 manufacturing firms in the USA. Findings – While customer orientation and competitor orientation both influence customer relationship outcomes, interfunctional coordination does not. However, interfunctional coordination lessens the positive relationships between customer orientation and customer retention as well as between competitor orientation and customer satisfaction. Although competitor orientation has a slightly stronger impact on customer satisfaction than customer orientation does, it only has an indirect relationship with customer retention through customer satisfaction. Originality/value – The findings illustrated the effects of the three components of market orientation on customer relationship outcomes within manufacturing-centered firms, and provided managerial implications to industrial manufacturers on market orientation implementation strategies in regard to successful B2B customer relationship management.

scholarly journals Analysis of Market Orientation and Innovation on SMEs Business Performance: Evidence in Kebumen

2020 ◽  
Vol 19 (1) ◽  
pp. 1-10
Author(s):  
Ika Susilowati ◽  
Eni Kaharti
Keyword(s):  
Regression Analysis ◽  
Linear Regression ◽  
Market Orientation ◽  
Business Performance ◽  
Customer Orientation ◽  
Linear Regression Analysis ◽  
Multiple Linear Regression Analysis ◽  
Research Data ◽  
Competitor Orientation ◽  
Positive Effect

This study aims to analyze empirically the influence of customer orientation, competitor orientation, coordination between functions, innovation on business performance in SMEs in Kebumen. The research data was obtained from SME businesses to scientifically test whether customer orientation, competitor orientation, coordination between functions, innovation affects business performance. The sample used in this study were 100 SMEs in Kebumen Regency who had met the established criteria. The analytical method used is multiple linear regression analysis, using the SPSS 21.0 for windows statistical computer program. The results of hypothesis testing in this study indicate that customer orientation and coordination between functions have a positive effect on business performance. Whereas competitor orientation and innovation have no influence on business performance.

scholarly journals BISIKAN DARI BALIK LAYAR: NETNOGRAFI STRATEGI BISNIS BERORIENTASI PASAR

2017 ◽  
Vol 9 (2) ◽  
Author(s):  
Edi Purwanto ◽  
John J.O.I. Ihalauw
Keyword(s):  
Market Orientation ◽  
Business Performance ◽  
Customer Orientation ◽  
Marketing Research ◽  
Online Forums ◽  
Virtual Ethnography ◽  
Competitor Orientation ◽  
Interpretative Approach ◽  
Different Cultures

<p>Netnography is an interpretative approach to study consumer behavior from different cultures and<br />communities in the cyberspace or Internet. The approach was also called as a “digital ethnography”<br />or “virtual ethnography”. As a marketing research technique, “netnography” uses the information<br />sources published in the online forums. This research uses the reviews on zomato.com as a source of<br />data to assess the market orientation development in business practice, especially at Restaurant X.<br />The result of netnography analysis indicates that customer orientation, competitor orientation, interfunctional<br />coordination and long-term focus are the dimensions of market orientation and should be<br />developed for customer satisfaction and loyalty leading forward to the business performance.</p>

Market orientation and capacity for change in higher education performance in Indonesia

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Badri Munir Sukoco ◽  
Zuyyinna Choirunnisa ◽  
Mohammad Fakhruddin Mudzakkir ◽  
Reza Ashari Nasution ◽  
Ely Susanto ◽  
...  
Keyword(s):  
Market Orientation ◽  
Learning Process ◽  
Customer Orientation ◽  
Three Dimensions ◽  
Organisational Performance ◽  
Content Type ◽  
Competitor Orientation ◽  
Education Performance ◽  
The Impact ◽  
Capacity For Change

Purpose Changes are inevitable and organisations should develop their organisational capacity for change (OCC) to survive. This paper aims to test the effect of market orientation on OCC (learning, process and context), as well as the impact of OCC on organisational performance. Design/methodology/approach This research used a survey of 314 heads of study programmes in Indonesia’s highest-ranked universities to test the proposed hypotheses. Findings The results of this research demonstrate that OCC is determined by customer orientation and cross-functional coordination (market orientation), while competitor orientation influences the learning dimension of OCC. Moreover, only the context dimension of OCC positively influences organisational performance in addition to serving as a mediator between market orientation (customer orientation and cross-functional coordination) and organisational performance, whereas competitor orientation positively influences organisational performance. Originality/value This paper empirically tested the three dimensions of OCC (learning, process and context) that had previously been discussed only conceptually. Furthermore, the organisation should be market-oriented to possess the capacity for change. Finally, the paper proposes and demonstrates that organisational context (culture) plays a significant role in OCC in developing organisational performance.

scholarly journals The influence of market orientation on innovation strategies

2016 ◽  
Vol 26 (1) ◽  
pp. 72-90 ◽  
Author(s):  
Alexander Newman ◽  
Daniel Prajogo ◽  
Andrew Atherton
Keyword(s):  
Market Orientation ◽  
Service Sector ◽  
Family Firms ◽  
Customer Orientation ◽  
Cross Sectional ◽  
Content Type ◽  
Competitor Orientation ◽  
Innovation Strategies ◽  
Cross Sectional Design ◽  
Exploratory Innovation

Purpose – The purpose of this paper is to examine the effects of market orientation on exploratory and exploitative innovation, and the moderating effects of family ownership on these relationships. Design/methodology/approach – This study utilizes multi-group path analysis and confirmatory factor analysis in LISREL on data from 228 firms in the Australian service sector. Findings – This study establishes that both customer and competitor innovation are positively related to exploitative and exploratory innovation. However, customer orientation does not lead to significantly stronger effects on exploitative innovation than on exploratory innovation, and competitor orientation does not lead to significantly stronger effects on exploratory innovation than on exploitative innovation. In addition, the study found that the relationship between customer orientation and exploratory innovation was stronger for family firms, while the relationships between competitor orientation and both exploratory and exploitative innovation were stronger for non-family firms. Research limitations/implications – The cross-sectional design is one weakness of this study. In addition, as firms in the present study came from the service sector the generalizability of the findings to other sectors of the economy need to be determined. Practical implications – These findings of this study highlight the need for managers to build a strong market orientation in order to promote innovation, and consider the effects of ownership structure on innovation strategies. Originality/value – This study is the first to measure the relative influence of customer and competitor orientation on a firm’s use of exploitative and exploratory innovation strategies.

Market orientation, performance and the mediating role of innovation in Indonesian SMEs

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Clare D'souza ◽  
Marthin Nanere ◽  
Malliga Marimuthu ◽  
Mokhamad Arwani ◽  
Ninh Nguyen
Keyword(s):  
Firm Performance ◽  
Market Orientation ◽  
Structural Equation ◽  
Customer Orientation ◽  
Point Of View ◽  
Theoretical Point ◽  
Content Type ◽  
Mediating Role ◽  
Competitor Orientation

PurposeDespite the theoretical advancements of market orientation and firm performance, there is a paucity of research regarding SMEs in Indonesia. Customer and competitor orientation were examined as two distinct constructs as per the literature, as it has been questioned for its robustness. They have been used synonymously, even though customer orientation is operationalised as a component of a market orientation construct. There is support for the argument from a theoretical point of view to keep customer orientation and competitor orientation separate. The objective of this research was to empirically test market orientation concepts on firm performance and assessing customer and competitor orientation separately. Furthermore, it also tests whether innovation plays a mediating role.Design/methodology/approachA sample of 309 small and medium-sized firms was found eligible for this study. Structural Equation Modelling was used to analyze the data. A multi-industry sample of firms was used to strengthen the generalisability of the results. The sample was acquired from two databases of SMEs directory in Kudus and Pati, East Java Indonesia, participants were randomly selected.FindingsThe findings show that innovation mediates the relationship between competitor orientation and firm performance, while competitor orientation had no significant relationship with firm performance. Customer orientation was found to positively influence firm performance.Originality/valueThe role of innovation as a mediator within SMEs in a developing country opens up avenues for further research among other developing countries. By examining both the concepts of customer and competitor orientation separately and establishing relationships, we validate support for this argument both from a methodological and theoretical point of view.

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