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Re-examining the deployment of market orientation in the public leisure sector

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journal contribution
posted on 05.06.2014, 13:28 authored by Ian HodgkinsonIan Hodgkinson, Paul Hughes, Mathew HughesMathew Hughes
This paper examines the moderating effects of market orientation's intelligence generation and dissemination components on the response-performance relationship. We offer valuable insight into the application of, and subsequent returns to, market orientation in the public leisure sector, thereby helping to broaden the appeal, relevance, and usefulness of this important marketing theory to other contexts. The research involved a national survey questionnaire to 1060 public leisure managers of local government leisure facilities in England. Empirical testing through structural equation modelling revealed two important findings. First, intelligence generation efforts of the organisation can in part affect the performance returns to an organisation from its responsiveness to market intelligence. Second, intelligence generation coupled with organisation-wide dissemination of intelligence can have a destructive impact on the response-performance relationship, demonstrated by a negative significant moderating impact on this relationship. This paper provides an alternative explanation to the deployment of market orientation as a means to create value and an explanation that transcends its current linear portrayal in public-service delivery. © 2012 Copyright 2012 Westburn Publishers Ltd.



  • Business and Economics


  • Business


HODGKINSON, I.R., HUGHES, P. and HUGHES, M., 2012. Re-examining the deployment of market orientation in the public leisure sector. Journal of Marketing Management, 28 (11-12), pp. 1249 - 1269


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Author Posting © Westburn Publishers Ltd, 2012. This is a post-peer-review, pre-copy-edit version of an article which has been published in its definitive form in the Journal of Marketing Management, and has been posted by permission of Westburn Publishers Ltd for personal use, not for redistribution. The article was published in Journal of Marketing Management, 28, 2012,11-12, pp. 1249-1269, doi: 10.1080/0267257X.2011.645857,