International Journal of Business Analytics and Intelligence

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Impact of Market Orientation on Performance:An Analysis of Indian SMEs Using K-Mean Clustering


Affiliations
1 GLA University Mathura, Uttar Pradesh, India
     

   Subscribe/Renew Journal


Market orientation and its impact on business performance are for quite some time been considered by various researchers. In any case, the non-appearance of a brought together conclusion prompts the development of uncertainty at the idea of relationship exist. This investigation is an endeavor to legitimize the linkage that exists amongst performance and firms market oriented strategies. Moreover, as larger part of studies were basically centered on developed nations’ large-scale firms the examination centers around developing nation small manufacturing organizations. The information was examined by utilizing cluster analysis and significance understanding is given toward the finish of the study.

Keywords

Market Orientation, SMEs Cluster Analysis, MKTOR.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Appiah-Adu, K. (1998). Market orientation and performance: Empirical tests in a transition economy. Journal of Strategic Marketing, 6(1), 25-45.

  • Baker, W. E., & Sinkula, J. M. (1999). The synergistic effect of market orientation and learning orientation on organizational performance. Journal of the Academy of Marketing Science, 27(4), 411–427.

  • Baker, W. E., & Sinkula, J. M. (2002). Market orientation, learning orientation and product innovation: Delving into the organization’s black box. Journal of MarketFocused Management, 5(1), 5–23.

  • Carr, J. C., & Lopez, T. B. (2007). Examining market orientation as both culture and conduct: Modeling the relationships between market orientation and employee responses. Journal of Marketing Theory and Practice, 15(2), 113–125.

  • Cravens, D. W., Greenley, G., Piercy, N. F., & Slater, S. F. (1998). Mapping the path to market leadership: Effectively combining various dimensions of strategy into an integrated process of strategic analysis and action maps the path to market leadership. Marketing Management, 7(3), 29.

  • Day, G. S. (1994). The capabilities of market-driven organizations. The Journal of Marketing, 37–52.

  • De Toni, A., & Tonchia, S. (2001). Performance measurement systems-models, characteristics and measures. International Journal of Operations & Production Management, 21(1/2), 46–71.

  • Delmar, F., & Wiklund, J. (2008). The effect of small business managers’ growth motivation on firm growth: A longitudinal study. Entrepreneurship Theory and Practice, 32(3), 437–457.

  • Deng, S., & Dart, J. (1994). Measuring market orientation: A multi-factor, multi-item approach. Journal of Marketing Management, 10(8), 725–742.

  • Deshpande, R., & Farley, J. U. (1998). Measuring market orientation: Generalization and synthesis. Journal of Market-Focused Management, 2(3), 213-232.

  • Deshpande, R., Farley, J. U., & Webster Jr, F. E. (1993). Corporate culture, customer orientation, and innovativeness in Japanese firms: A quadrad analysis. The Journal of Marketing, 23–37.

  • Dickson, P. R. (1996). The static and dynamic mechanics of competition: A comment on Hunt and Morgan’s comparative advantage theory. The Journal of Marketing, 102–106.

  • Farrell, M. A. (2000). Developing a market-oriented learning organization. Australian Journal of Management, 25(2), 201–222.

  • Gosselin, M. (2005). An empirical study of performance measurement in manufacturing firms. International Journal of Productivity and Performance Management, 54(5/6), 419–437.

  • Gray, B. J., & Hooley, G. J. (2002). Guest editorial: Market orientation and service firm performance-a research agenda. European Journal of marketing, 36(9/10), 980–989.

  • Gray, B. J., Greenley, G. E., Matear, S. M., & Matheson, M. P. K. (1999). Thriving on turbulence. Journal of Market-Focused Management, 4(3), 231–257.

  • Greenley, G. E. (1995). Market orientation and company performance: Empirical evidence from UK companies. British Journal of Management, 6(1), 1–13.

  • Han, J. K., Kim, N., & Srivastava, R. K. (1998). Market orientation and organizational performance: Is innovation a missing link?. The Journal of Marketing, 30–45.

  • Homburg, C., & Pflesser, C. (2000). A multiple-layer model of market-oriented organizational culture: Measurement issues and performance outcomes. Journal of Marketing Research, 37(4), 449–462.

  • Hooley, G., Cox, T., Fahy, J., Shipley, D., Beracs, J., Fonfara, K., & Snoj, B. (2000). Market orientation in the transition economies of central Europe: Tests of the narver and slater market orientation scales. Journal of Business Research, 50(3), 273–285.

  • Houston, F. S. (1986). The marketing concept: What it is and what it is not. The Journal of Marketing, 81–87.

  • Hunt, S. D., & Morgan, R. M. (1995). The comparative advantage theory of competition. The Journal of Marketing, 1–15.

  • Jaworski, B. J., & Kohli, A. K. (1993). Market orientation: antecedents and consequences. The Journal of Marketing, 53–70.

  • Kohli, A. K., & Jaworski, B. J. (1990). Market orientation: The construct, research propositions, and managerial implications. The Journal of Marketing, 54(2), 1–18.

  • Kwon, Y.-C., & Hu, M. Y. (2000). Market orientation among small Korean exporters. International Business Review, 9, 61–75.

  • Lado, N., Maydeu-Olivares, A., & Rivera, J. (1998). Measuring market orientation in several populations: A structural equations model. European Journal of Marketing, 32(1/2), 23–39.

  • Narver, J. C., & Slater, S. F. (1990). The effect of a market orientation on business profitability. The Journal of Marketing, 20–35.

  • Pelham, A. M. (2000). Market orientation and other potential influences on performance in small and mediumsized manufacturing firms. Journal of Small Business Management, 38(1), 48.

  • Pelham, A. M., & Wilson, D. T. (1995). A longitudinal study of the impact of market structure, firm structure, strategy, and market orientation culture on dimensions of small-firm performance. Journal of the Academy of Marketing Science, 24(1), 27–43.

  • Podsakoff, P. M., & Organ, D. W. (1986). Self-reports in organizational research: Problems and prospects. Journal of Management, 12(4), 531–544.

  • Salyova, S., Taborecka-Petrovicova, J., Nedelova, G., & Dado, J. (2015). Effect of marketing orientation on business performance: A study from Slovak foodstuff industry. Procedia Economics and Finance, 34, 622–629.

  • Sawang, S., & Unsworth, K. L. (2011). Why adopt now? Multiple case studies and survey studies comparing small, medium and large firms. Technovation, 31(10), 554–559.

  • Sin, L. Y., Tse, A. C., Yau, O. H., Chow, R., & Lee, J. S. (2003). Market orientation and business performance: A comparative study of firms in mainland China and Hong Kong. European Journal of Marketing, 37(5/6), 910–936.

  • Slater, S. F., & Narver, J. C. (1995). Market orientation and the learning organization. The Journal of Marketing, 63–74.


Abstract Views: 300

PDF Views: 0




  • Impact of Market Orientation on Performance:An Analysis of Indian SMEs Using K-Mean Clustering

Abstract Views: 300  |  PDF Views: 0

Authors

Seemant Yadav
GLA University Mathura, Uttar Pradesh, India
Vikas Tripathi
GLA University Mathura, Uttar Pradesh, India

Abstract


Market orientation and its impact on business performance are for quite some time been considered by various researchers. In any case, the non-appearance of a brought together conclusion prompts the development of uncertainty at the idea of relationship exist. This investigation is an endeavor to legitimize the linkage that exists amongst performance and firms market oriented strategies. Moreover, as larger part of studies were basically centered on developed nations’ large-scale firms the examination centers around developing nation small manufacturing organizations. The information was examined by utilizing cluster analysis and significance understanding is given toward the finish of the study.

Keywords


Market Orientation, SMEs Cluster Analysis, MKTOR.

References