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market orientation, customer relationship management, longitudinal, sustainable competitive advantage, business performance


  1. V. Kumar
  2. Eli Jones
  3. Rajkumar Venkatesan
  4. Robert P. Leone




    The authors use panel data constructed from the
    responses of repeatedly surveyed top managers at 261
     companies regarding
    their firm’s market orientation, along with objective performance measures, to
    investigate the influence of market orientation on performance for a nine-year
    period from 1997 to 2005. The authors measure market orientation in 1997, 2001,
    and 2005 and estimate it in the interval between these measurement periods. The
    analyses indicate that market orientation has a positive effect on business
    performance in both the short and the long run. However, the sustained
    advantage in business performance from having a market orientation is greater
    for the firms that are early to develop a market orientation. These firms also
    gain more in sales and profit than firms that are late in developing a market
    orientation. Firms that adopt a market orientation may also realize additional
    benefit in the form of a lift in sales and profit due to a carryover effect.
    Market orientation should have a more pronounced effect on a firm’s profit than
    sales because a market orientation focuses efforts on customer retention rather
    than on acquisition. Environmental turbulence and competitive intensity
    moderate the main effect of 
    orientation on business performance, but the moderating effects are greater in
    the 1990s than in the 2000s.


    Vol 75, Nomor 1, Tahun 2011


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