Improving the effectiveness of market-oriented organisation: Empirical evidence from an emerging economy

Bucic, T; Ngo, LV; Sinha, A

Improving the effectiveness of market-oriented organisation: Empirical evidence from an emerging economy

Bucic, T Ngo, LV Sinha, A

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Publication Type:: Journal Article
Citation:: Australian Journal of Management, 2017, 42 (2), pp. 308 - 327
Issue Date:: 2017-05-01

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Field	Value	Language
dc.contributor.author	Bucic, T	en_US
dc.contributor.author	Ngo, LV	en_US
dc.contributor.author	Sinha, A https://orcid.org/0000-0002-3165-4053	en_US
dc.date.issued	2017-05-01	en_US
dc.identifier.citation	Australian Journal of Management, 2017, 42 (2), pp. 308 - 327	en_US
dc.identifier.issn	0312-8962	en_US
dc.identifier.uri	http://hdl.handle.net/10453/135559
dc.description.abstract	© 2016, © The Author(s) 2016. In the context of an emerging market economy, this study examines the mediating role of marketing capabilities on the market orientation (MO)–performance relationship. Specifically, the authors investigate the roles of product innovativeness, customer relationship management (CRM) capability, research and development (R&D) integration and brand management capabilities in the institutionalisation of a MO culture and the implementation of MO behaviours. With data collected from 150 organisations, the authors find that MO behaviour fully mediates the effects of MO culture on product innovativeness and CRM capability, which in turn enhance firm performance. In addition, leadership quality facilitates the effect of MO culture on MO behaviour, and the effects of product innovativeness and CRM capability on firm performance are greater in the presence of R&D–marketing integration and brand management capabilities, respectively.	en_US
dc.relation.ispartof	Australian Journal of Management	en_US
dc.relation.isbasedon	10.1177/0312896215611189	en_US
dc.title	Improving the effectiveness of market-oriented organisation: Empirical evidence from an emerging economy	en_US
dc.type	Journal Article
utslib.citation.volume	2	en_US
utslib.citation.volume	42	en_US
utslib.for	1505 Marketing	en_US
utslib.for	15 Commerce, Management, Tourism and Services	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
utslib.copyright.status	closed_access
pubs.issue	2	en_US
pubs.publication-status	Published	en_US
pubs.volume	42	en_US

Abstract:

© 2016, © The Author(s) 2016. In the context of an emerging market economy, this study examines the mediating role of marketing capabilities on the market orientation (MO)–performance relationship. Specifically, the authors investigate the roles of product innovativeness, customer relationship management (CRM) capability, research and development (R&D) integration and brand management capabilities in the institutionalisation of a MO culture and the implementation of MO behaviours. With data collected from 150 organisations, the authors find that MO behaviour fully mediates the effects of MO culture on product innovativeness and CRM capability, which in turn enhance firm performance. In addition, leadership quality facilitates the effect of MO culture on MO behaviour, and the effects of product innovativeness and CRM capability on firm performance are greater in the presence of R&D–marketing integration and brand management capabilities, respectively.

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http://hdl.handle.net/10453/135559