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Cited by 4,343Innovation and Knowledge ManagementMarketing and Advertising StrategiesOrganizational Strategy and Culture

The DOI matches its Crossref record; 43 of the 43 references it cites were found in a registry or an index.

Market Orientation: Antecedents and Consequences

Jaworski, Bernard J., Kohli, Ajay K.·1993·Journal of Marketing
DOI 10.1177/002224299305700304
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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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Crossref · 10.1177/002224299305700304

Cites

43 of 43 references verified0 citation errors · 0 not checkable

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Citations

Cites

Show all 43 references

Research works printed but not linked: 18

  1. 10.1177/002224299005400206 · DOI
  2. Borch Fred J., 1957, The Marketing Concept: Its Meaning to Management, 3
  3. 10.1177/002224298805200201 · DOI
  4. 10.1177/002224298905300102 · DOI
  5. Hopwood Anthony, 1974, Accounting and Human Behavior.
  6. 10.1177/002224299005400201 · DOI
  7. Levitt Theodore, 1969, The Marketing Mode.
  8. LindenWilliam J. (1987), “Marketing Marketing: The Ryder System Story,” paper presented at Marketing Science Institute mini-conference on Developing a Marketing Orientation, (April), Cambridge, MA.
  9. Lundstrom William J., 1976, Marquette Business Review, 20, 214
  10. Nunnally Jum C., 1978, Psychometric Theory
  11. OlsonDavid (1987), “When Consumer Firms Develop a Marketing Orientation,” paper presented at the MSI mini-conference on Developing a Marketing Orientation, (April), Cambridge, MA.
  12. Porter Michael E., 1980, Competitive Strategy.
  13. Raven Bertram H., 1970, The Structure of Conflict, 69
  14. 10.1177/002224298705100101 · DOI
  15. 10.1177/002224378201900201 · DOI
  16. Stampfl Ronald W., 1978, MSU Business Topics, 26, 5
  17. Zaltman Gerald, 1973, Innovations and Organizations.
  18. Zaltman Gerald, 1982, Theory Construction in Marketing.

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Metadata

Authors
Jaworski, B. J., & Kohli, A. K.
Affiliations
  • Harvard University (US)
  • The University of Texas at Austin (US)
ORCID
Venue
Journal of Marketing
Publisher
SAGE Publications
Published
1993-07
Volume
57
Issue
3
Pages
53-70
ISSN
  • 0022-2429 (ISSN-L)
  • 1547-7185
DOI
10.1177/002224299305700304
OpenAlex
W4238485280
Cited by
4,343
References
43
Citations by year
2026: 218 · 2025: 238 · 2024: 235 · 2023: 284 · 2022: 327 · 2021: 330 · 2020: 344 · 2019: 329 · 2018: 230 · 2017: 160 · 2016: 147 · 2015: 118 · 2014: 136 · 2013: 146 · 2012: 133
FWCI
54.47
Type
journal article
Language
en
Open access
closed
Licence
journals.sagepub.com/page/policies/text-and-data-mining-license (tdm)
Locations
Journal of Marketing (publishedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
  • Social Sciences › Business, Management and Accounting › Marketing › Marketing and Advertising Strategies
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Strategy and Culture
Keywords
market orientation, organizational behavior, firm performance, organizational commitment, team spirit, interdepartmental conflict, organizational centralization, reward systems, environmental context, market turbulence, competitive intensity, technological turbulence, market share

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