Bernard J. Jaworski and Ajay K. Kohli. Market Orientation: Antecedents and Consequences. Journal of Marketing, 57(3):53–70, 1993. doi:10.2307/1251854.
@article{jaworski_market_1993,
abstract = {This research addresses three questions: (1) Why are some organizations more market-oriented than others? (2) What effect does a market orientation have on employees and business performance? (3) Does the linkage between a market orientation and business performance depend on the environmental context? The findings from two national samples suggest that a market orientation is related to top management emphasis on the orientation, risk aversion of top managers, interdepartmental conflict and connectedness, centralization, and reward system orientation. Furthermore, the findings suggest that a market orientation is related to overall (judgmental) business performance (but not market share), employees' organizational commitment, and esprit de corps. Finally, the linkage between a market orientation and performance appears to be robust across environmental contexts that are characterized by varying degrees of market turbulence, competitive intensity, and technological turbulence.},
author = {Jaworski, Bernard J. and Kohli, Ajay K.},
doi = {10.2307/1251854},
issn = {0022-2429},
journal = {Journal of Marketing},
number = {3},
pages = {53-70},
shorttitle = {Market {{Orientation}}},
title = {Market {{Orientation}}: {{Antecedents}} and {{Consequences}}},
volume = {57},
year = {1993}
}