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Download fileThe impact of competitive strategies on responsive market orientation, proactive market orientation, learning orientation and organizational performance
journal contribution
posted on 2018-12-12, 16:50 authored by Radwan A. Kharabsheh, Khalid Jarrar, Boyka SimeonovaDrawing on the strategy implementation approach and the resource-based view of the firm, this study examines the relationships among competitive strategies (differentiation and cost leadership), responsive market orientation (RMO), proactive market orientation (PMO), learning orientation (LO) and organizational performance. The study used questionnaire survey of senior managers of 264 manufacturing and service companies in Jordan. The study employed partial least squares to test the hypotheses. Moderate but significant relationships are evident in the links between cost leadership and LO, and RMO and organizational performance. Strong and significant relationships are exhibited in the links between differentiation and RMO; differentiation and PMO; differentiation and LO and between LO and organizational performance. The results show that differentiation strategy is more important than cost leadership strategy and that LO is the most important factor for better organizational performance.
History
School
- Business and Economics
Department
- Business
Published in
Journal of Strategic MarketingVolume
23Issue
5Pages
423 - 435Citation
KHARABSHEH, R.A., JARRAR, K. and SIMEONOVA, B., 2014. The impact of competitive strategies on responsive market orientation, proactive market orientation, learning orientation and organizational performance. Journal of Strategic Marketing, 23 (5), pp.423-435.Publisher
© Taylor & FrancisVersion
- AM (Accepted Manuscript)
Publisher statement
This work is made available according to the conditions of the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International (CC BY-NC-ND 4.0) licence. Full details of this licence are available at: https://creativecommons.org/licenses/by-nc-nd/4.0/Publication date
2014Notes
This is an Accepted Manuscript of an article published by Taylor & Francis in Journal of Strategic Marketing on 24 October 2014, available online: http://www.tandfonline.com/10.1080/0965254X.2014.970217.ISSN
0965-254XeISSN
1466-4488Publisher version
Language
- en