Market orientation and performance: empirical tests in a transition economy

REFERENCES

• Akaah, I., Dadzie, K. and Riordan, E. (1988) Applicability of marketing concepts and management activities in the Third World: an empirical investigation. Journal of Business Research 16, 133-48.
   Google Scholar
• Appiah-Adu, K. (1997) Marketing in emerging countries: evidence from a liberalized economy. Marketing Intelligence and Planning 15, 291-8.
   Google Scholar
• Armstrong, S. and Overton, T. (1977) Estimating non-response in mailed surveys. Journal of Marketing Research 18, 93-102.
   Google Scholar
• Arnold, H. (1982) Moderator variables: a clarification on conceptual, analytic and psychometric issues. Organisational Behaviour and Human Performance 24, 41-59.
   Google Scholar
• Atuahene-Gima, K. (1995) An exploratory analysis of the impact of market orientation on new product performance. Journal of Product Innovation Management 12, 275-93.
   Google Scholar
• Bhuain, S. (1996) Examining market orientation, its antecedents and consequences among Saudi manufacturing companies, in Proceedings of the American Marketing Association Conference, San Diego, CA, August, 370-71.
   Google Scholar
• Blankson, C. and Appiah-Adu, K. (1996) Issues of market orientation in a developing economy: some preliminary results, in Proceedings of the American Marketing Association Conference, San Diego, CA, August, 511-12.
   Google Scholar
• Buzzell, R. and Gale, B. (1987) The PIMS Principles. New York: Free Press.
   Google Scholar
• Caruana, A., Gauci, S. and Ferry, M. (1995) Market orientation and business performance: some evidence from Malta, in Proceedings of the Marketing Education Group Conference, Bradford, UK, 123-32.
   Google Scholar
• Chakravarthy, B. (1986) Measuring strategic performance. Strategic Management Journal 17, 437-58.
   Google Scholar
• Chang, T. and Chen, S. (1994) The impact of a market orientation on total offering quality and business profitability, in Proceedings of the American Marketing Association Conference, Chicago, IL, February, 59.
   Google Scholar
• Churchill, G. (1979) A paradigm for developing better measures of marketing constructs. Journal of Marketing Research 16, 64-73.
   Google Scholar
• Cronin, J. and Page, T. (1988) An examination of the relative impact of growth strategies on profit performance. European Journal of Marketing 22, 57-68.
   Google Scholar
• Dadzie, K., Akaah, I. and Riordan, E. (1988) Incidence of market typologies and pattern of marketing activity in selected African countries. Journal of Global Marketing 11, 87-107.
   Google Scholar
• Deng, S. and Dart, J. (1994) Measuring market orientation: a multi-factor, multi-item approach. Journal of Marketing Management 10, 725-42.
   Google Scholar
• Deshpande, R. and Webster, F. (1989) Organisational culture and marketing: defining the research agenda. Journal of Marketing 53, 3-15.
   Google Scholar
• Deshpande, R., Parley, J. and Webster, F. (1993) Corporate culture, customer orientation, and innovativeness in Japanese firms: a quadrad analysis. Journal of Marketing 57, 23-37.
   Google Scholar
• Dess, G. and Robinson, R. (1984) Measuring organisational performance in the absence of objective measures: the case of the privately-held firms and conglomerate business unit. Strategic Management Journal 5, 265-73.
   Google Scholar
• Diamontopoulo, A. and Hart, S. (1993) Linking market orientation and company performance: preliminary work on Kohli and Jaworski's framework. Journal of Strategic Marketing 1, 93-122.
   Google Scholar
• Douglas, S. and Craig, C. (1983) International Marketing Research, Englewood Cliffs, NJ: Prentice Hall.
   Google Scholar
• Fekon, A. (1959) Making the marketing concept work. Harvard Business Review 37, 55-65.
   Google Scholar
• Golden, B. (1992) SBU strategy and performance: the moderating effects of the corporate-SBU relationship. Strategic Management Journal 13, 145-58.
   Google Scholar
• Golden, P., Doney, P., Johnson, D. and Smith, J. (1995) The dynamics of a market orientation in transition economies: a study of Russian firms. Journal of International Marketing 3, 29-49.
   Google Scholar
• Greenley, G. (1995) Market orientation and company performance: empirical evidence from UJC. companies. British Journal of Management 6, 1-13.
   Google Scholar
• Hellevik, O. (1984) Introduction to Causal Analysis. London: Alien and Unwin.
   Google Scholar
• Houston, F. (1986) The marketing concept: what it is and what it is not Journal of Marketing 50, 81-7.
   Google Scholar
• Jaccard, J., Turrisi, R. and Wan, C. (1990) Interaction Effects in Multiple Regression, Sage Publications Newbury Park, CA.
   Google Scholar
• Jaworski, B. and Kohli, A. (1993) Market orientation: antecedents and consequences. Journal of Marketing 57, 53-70.
   Google Scholar
• Kohli, A. and Jaworski, B. (1990) Market orientation: the construct, research propositions, and managerial implications. Journal of Marketing 54, 1-18.
   Google Scholar
• Liu, H. (1995) Market orientation and firm size: an empirical examination in UK firms. European Journal of Marketing 29, 57-71.
   Google Scholar
• Lusch, R. and Laczniak, G. (1987) The evolving marketing concept, competitive intensity and organisational performance. Journal of the Academy of Marketing Science 15, 1-11.
   Google Scholar
• McKee, D., Varadarajan, P. and Pride, W. (1989) Strategic adaptability and firm performance: a marketcontingent perspective. Journal of Marketing 53, 21-35.
   Google Scholar
• Narver, J. and Slater, S. (1990) The effect of a market orientation on business profitability. Journal of Marketing 54, 20-35.
   Google Scholar
• Neter, J., Wasserman, W. and Kutner, M. (1983) Applied Linear Regression Models. Homewood, IL Richard D. Irwin.
   Google Scholar
• Nunnally, J. (1967) Psychometric Theory. New York: McGraw-Hill.
   Google Scholar
• Okoroafo, S. and Kotabe, M. (1993) The IMF's structural adjustment programme and its impact on performance: a case of foreign and domestic firms in Nigeria. Management International Review 33, 139-56.
   Google Scholar
• Okoroafo, S. and Torkonoo, H. (1995) Marketing decisions and performance in economic reform African countries. Journal of Global Marketing 8, 85-102.
   Google Scholar
• Parasuraman, A., Zeithaml, V. and Berry, L.(1988) SERVQUAL: multiple-item scale for measuring consumer perceptions of service quality. Journal of Retailing 64, 12-40.
   Google Scholar
• Pelham, A. and Wilson, D. (1996) A longitudinal study of the impact of market structure, firm structure, strategy, and market orientation on dimensions of performance. Journal of the Academy of Marketing Science 24, 27-43.
   Google Scholar
• Pitt, L, Caruana, A. and Berthon, P. (1996) Market orientation and business performance: some European evidence. International Marketing Review 13, 5-18.
   Google Scholar
• Porter, M. (1980) Competitive Strategy. New York: Free Press.
   Google Scholar
• Porter, M. (1985) Competitive Advantage. New York: Free Press.
   Google Scholar
• Republic of Ghana (1989) Ghana National Industrial Census 1987. Accra: Ghana Statistical Service.
   Google Scholar
• Robinson, R. and Pearce, J. (1988) Planned patterns of strategic behaviour and their relationship to business unit performance. Strategic Management Journal 9, 43-60.
   Google Scholar
• Ruekert, R. (1992) Developing a market orientation: an organisational strategy perspective. International Journal of Marketing 9, 225-45.
   Google Scholar
• Sadri, S. and Williamson, C. (1989) Marketing practices in less developed countries. Journal of Business Research 18, 179-93.
   Google Scholar
• Scherer, F. (1980) Industrial Market Structure and Economic Performance. Chicago: Rand McNaIIy Inc.
   Google Scholar
• Schoonhoven, C. (1981) Problems with contingency theory: testing assumptions hidden within the language of contingency theory. Administrative Science Quarterly 26, 349-77.
   Google Scholar
• Shapiro, B. (1988) What the hell is market oriented? Harvard Business Review 66, 19-25.
   Google Scholar
• Sharma, S., Durand, R. and Gur-Arie, O. (1981) Identification and analysis of moderator variables. Journal of Marketing Research 18, 291-300.
   Google Scholar
• Siguaw, J., Brown, G. and Widing, R. (1994) The influence of the market orientation of the firm on salesforce behaviour and attitudes, Journal of Marketing Research 31, 106-16.
   Google Scholar
• Slater, S. and Narver, J. (1994) Does competitive environment moderate the market orientation performance relationship? Journal of Marketing 58, 46-55.
   Google Scholar
• Slater, S. and Narver, J. (1995) Market orientation and the learning organisation. Journal of Marketing 59, 63-74.
   Google Scholar
• Snow, C. and Hrebeniak, L. (1980) Strategy, distinctive competence and organisational performance. Administrative Science Quarterly 25, 317-36.
   Google Scholar
• Steel, W. and Webster, L. (1992) How small enterprises in Ghana have responded to adjustment. The World Bank Economic Review 6, 423-38.
   Google Scholar
• Venkatraman, N. and Ramanujam, V. (1986) Measurement of business performance in strategy research: a comparison approach. Academy of Management Review 11, 801-14.
   Google Scholar
• Verhage, B. and Waarts, E. (1988) Marketing planning for improved performance: a comparative analysis. International Marketing Review 15, 20-30.
   Google Scholar
• Webster, F. (1988) Rediscovering the marketing concept. Business Horizons 31, 29-39.
   Google Scholar