Antecedents and consequences of market orientation in chartered surveying firms

Abstract

This study tests marketing theory concerning market orientation in the context of the chartered surveying industry. Using data collected in a mail survey from 179 UK general practice chartered surveying firms, it is found that firms with more risk tolerant senior managers and more formalized and specialized marketing organization structures have higher levels of market orientation. The data indicate also that market orientation positively impacts firms' business and marketing performance, and that this relationship is robust across different environments.

Keywords:

• Market Orientation
• Management
• Organization Structure
• Business Performance
• Surveying