بررسی پژوهش بازارگرایی (1995-2008)
|کد مقاله||سال انتشار||تعداد صفحات مقاله انگلیسی||ترجمه فارسی|
|19550||2011||10 صفحه PDF||سفارش دهید|
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Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Industrial Marketing Management, Volume 40, Issue 2, February 2011, Pages 301–310
Since 1990, market orientation (MO) has received considerable attention in the marketing literature. Little research so far provides preliminary and useful information to facilitate good understanding of MO. This study presents a comprehensive survey of extant marketing literature using keyword classification from 1995 to 2008. It serves as a tutorial and aims to help the beginner researcher or practitioner to have access to MO, including its definitions, applications and problem domains. Based on the scope of 514 MO articles, we find that the number of publications on MO has significantly increased since 2001 with steady growth in recent years. In addition, these selected articles are scattered across 153 journals and mostly published in 10 academic journals. The contribution of our paper is to provide a means (i.e., keyword index) to conceptualize and operationalize the coverage of MO. It provides a conceptual framework to organize this vast body of research. This study ends with some discussions and conclusions.
Given today's uncertain environment, adaptability and competitiveness are critical for the health of any organization. When an organization's market orientation (MO) produces value for customers that is rare and difficult to imitate (Narver, Slater, & MacLanchlan, 2000), it can be a sustainable source of competitive advantage which will allow firms to outperform their less market-oriented competitors. This is particularly true for business-to-business (B2B) marketers. B2B relationships tend to be more enduring and B2B marketers tend to deal with smaller numbers of larger customers that are more expensive to replace. For B2B marketers the financial implications of losing any customer can be daunting. From a theoretical perspective, MO is not only a popular measurement scale for assessing the implementation of the marketing concept within an organization, but also a foundation of long-term collaboration among partners in a value-chain. Throughout the 1990s, MO has received considerable attention in the marketing literature (e.g., Kohli and Jaworski, 1990, Narver and Slater, 1990 and Slater and Narver, 1994), and has continued to attract the attention of researchers. Most of this stream of research has focused on the interaction between MO and business performance (e.g., Diamantopoulos and Hart, 1993, Day, 1994, Chang et al., 1999, Sin et al., 2005 and Panigyrakis and Theodoridis, 2007) and the moderating effects of the environment on that relationship (e.g., Kohli and Jaworski, 1990, Jaworski and Kohli, 1993, Han et al., 1998, Baker and Sinkula, 1999, Demirbag et al., 2006 and Laforet, 2008). Kohli and Jaworski (1990), drew on earlier work and established what seems to be an agreed upon definition of MO. Since then, little has been done to organize the considerable body of research on MO which now seems vast and confusing to the uninitiated. In order to make the concept of MO more accessible, here we present a comprehensive survey of published research on MO from 1995 to 2008. Unlike a more traditional review which looks for specific key contributions and seminal pieces of literature, here we attempt to describe the totality of the research stream including its general health as a research stream and the various directions that it is moving in. We track the overall growth in MO research and present an analysis of publication outlets, problem domains and industry settings where the research was conducted. We take a close look at the impact of MO on performance as well as the moderators and mediators of that impact. We introduce a conceptual model of MO in order to organize the vast body of research on the topic. Our goal is to provide a sort of roadmap to those interested in gaining a better understanding of MO research. The following section describes the methodology used in carrying out our survey. This is followed by an analysis of the overall growth, publication outlets, problem domains and industry settings employed in MO research. Based on these analyses we then present a conceptual model capturing the relationships between the domains of MO research. This is followed by a discussion of some of the limitations of our research as well as directions for further research and some brief conclusions.
نتیجه گیری انگلیسی
This study provides a guide to anyone interested in learning about market orientation and it's impact and interactions with factors both inside and outside the organization. It is based on a thorough survey and synthesis of MO literatures from 1995 to 2008 using a keyword index search. We conclude that research on MO has had a significant increase since 2001 and a steady growth in recent years. MO is certainly a strong and thriving area of research with an ever-broadening scope of application. Even though some academic journals are not included in our searched list, researchers and practitioners of interest could find a major portion of MO relevant research in 10 journals. While the articles come from journals from many perspectives, B2B journals represent a substantial portion of our knowledge of MO. There are a host of ways that MO creates and contributes to performance for B2B marketers. It impacts a number of types of performance including everything from creating value for customers (Ulaga, 2003), to enhancing trust (Lohtia, Bello, & Porter, 2009), to improving sales force performance (Piercy et al., 2009). Based on the analysis we propose a conceptual model to serve as a road map to the uninitiated guided by six categories derived from an analysis of 2372 keywords from 514 articles. Our aim is to make MO more accessible to researchers and practitioners alike. What is clear from the body of research on MO is that while some environmental factors may moderate its effectiveness, a strong market orientation is related to improvement on a broad array of performance outcomes within a broad array of settings. When integrated into an organizations culture MO accomplishes these performance enhancements through a variety of mechanisms, from an increase in innovation to better coordination of channel members. This may be particularly true with B2B organizations because they deal with inherently smaller markets. Finally, while a few studies have failed to show a relationship between MO and a particular performance measure, no study has shown MO to lead to a negative impact on performance. What may be happening is that MO is now so widely and well accepted, that it has become simply a cost of doing business in many industries. Any competitive advantage will likely diminish as competitors continue to adopt it. Given the preponderance of literature coming out of Europe regarding MO, firms on other continents that may have enjoyed competitive advantage through MO may see that edge diminishing as more and more organizations worldwide adopt more of an MO perspective.