Value-creating mechanisms within the market orientation-performance relationship A meta-analysis

UNCP Author/Contributor (non-UNCP co-authors, if there are any, appear on document)
Dr. James Doyle, Assistant Professor (Creator)
The University of North Carolina at Pembroke (UNCP )
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Abstract: The authors use meta-analysis to identify organizational mechanisms within the market orientation-performance relationship and to assess the implications of correlations between market orientation and complementary organizational orientations for that relationship. The meta-analysis is based on an integration of extant research of the relationships between market orientation and value-creating marketing capabilities as well as between organizational performance and market orientation, complementary organizational orientations, and value-creating marketing capabilities. The metaanalysis identi?es the unique contribution of market orientation to organizational performance. Relationships between market orientation and speci?c organizational orientations detract from the necessity of market orientation as a precursor to organizational performance. Consistent with expectations, market orientation was found to relate differentially but still more strongly to speci?c types of ?rm-level valuecreating marketing capabilities than to organizational performance. Results indicate that market orientation may affect performance primarily through its relationships with value-creating marketing capabilities.

Additional Information

Journal of Strategic Marketing, Vol. 22, No. 3
Language: English
Date: 2014
market orientation; capabilities; processes; performance; meta-analysis

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