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Market Orientation (market + orientation)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	88%
Humanities and Social Sciences	8%

Distribution within Business, Economics, Finance and Accounting

General & Introductory Business & Management	12%
Management	9%

Selected Abstracts

Market Orientation, Generative Learning, Innovation Strategy and Business Performance Inter-Relationships in Bioscience Firms

JOURNAL OF MANAGEMENT STUDIES, Issue 8 2008
Robert E. Morgan
abstract We propose conceptual arguments to establish relationships between market orientation and generative learning and their respective impact on exploitative innovation strategy and explorative innovation strategy. We then consider the ambidextrous association between both forms of innovation strategy and business performance. This model is subject to an empirical test using data generated from 160 bioscience firms. Using structural equation modelling, two mutually exclusive paths are specified where market orientation leads to exploitative innovation strategy, while generative learning leads to explorative innovation strategy. We then find that the ambidexterity exhibited by firms in the form of exploitative innovation strategy and explorative innovation strategy significantly explains improvements in firms' business performance. Discussion is given to these findings and managerial implications are presented along with avenues for further research. [source]

The Influence of CEO Gender on Market Orientation and Performance in Service Small and Medium-Sized Service Businesses

JOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 4 2010
Peter S. Davis
This study examines the effects of CEO gender on market orientation and performance (growth and profitability) among a sample of small and medium-sized service businesses. Gender was found to have significant indirect effects (via market orientation) on both market performance (growth) and financial performance (profitability). That is, female-led service SMEs perform significantly better due to their stronger market orientation relative those led by males. The findings further suggest that female-led firms were slightly better than their male-led counterparts in transmitting market performance into financial performance, although the differences were not statistically significant. [source]

The Complementary Effects of Market Orientation and Entrepreneurial Orientation on Profitability in Small Businesses,

JOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 4 2009
William E. Baker
Market orientation (MO) and entrepreneurial orientation (EO) are correlated, but distinct constructs. MO reflects the degree to which firms' strategic market planning is driven by customer and competitor intelligence. Entrepreneurial orientation reflects the degree to which firms' growth objectives are driven by the identification and exploitation of untapped market opportunities. When modeled separately, research has reported direct effects of both constructs on firm profitability. When modeled simultaneously, however, the direct effect of EO has disappeared. This has led some scholars to postulate that EO is an antecedent of MO. The results of this study contradict this presumption and suggest that EO and MO complement one another, at least in small businesses, to boost profitability. The major difference between this and previous studies is the inclusion of innovation success, which captures an indirect effect of EO on profitability. At least in small firms, the results suggest that EO complements MO by instilling an opportunistic culture that impacts the quality and quantity of firms' innovations. [source]

Market Orientation, Innovativeness, Product Innovation, and Performance in Small Firms

JOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 2 2004
Frans J. H. M. Verhees
Most research on market orientation, innovation and performance is related to big enterprises and small and medium-sized enterprises (SMEs). In this study a model is developed to investigate the combined effect of market orientation and innovativeness on product innovation and company performance, for small firms. A specific feature of our research is that we use an objective measure for product innovation in contrast to the self-reported measures commonly used in research on innovation. To test our model data from 152 rose growers were used. This study's results show that the owner's innovativeness permeates all variables in the model and has a positive influence on market orientation, innovation, and performance. An interesting research result is also that customer market intelligence influences product innovation positively or negatively, depending on whether the innovativeness of the owner in the new product domain is weak or strong. [source]

Market Orientation and R&D Effectiveness in High-Technology Firms: An Empirical Investigation in the Biotechnology Industry,

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 3 2010
Luigi M. De Luca
There seems to be lack of consensus among informed scholars about the importance a of market orientation for high-technology firms. This paper gives a comprehensive review of existing empirical studies on the relationship between market orientation and innovation performance and pinpoints two limitations in this research stream that might be at the origin of such controversy. First, extant research often overlooked key innovation outcomes for high-technology firms, such as those related to research and development (R&D) performance. Second, organizational conditions that can ensure an optimal integration of market knowledge in the innovation process have been less analyzed in the case of these firms. Against this background, the present study contributes to the literature by providing a test of the effect of market orientation on R&D effectiveness and the moderating role of knowledge integration in this relationship, using a sample of Italian biotechnology firms. The study's objectives are addressed in two steps. The first one consists of an in-depth qualitative study based on semistructured interviews in five biotechnology firms. The second step consists of a follow-up survey of 50 biotechnology firms. Results from hierarchical multiple regression analysis show that the different dimensions of a market orientation have diverse effects on R&D effectiveness of high-technology firms: whereas interfunctional coordination has a positive main effect, the effect of customer orientation is moderated by knowledge integration, and competitor orientation has no effect on R&D effectiveness. Post hoc analyses also show two additional results involving a broader set of dependent variables. First, R&D effectiveness mediates the effects of customer orientation and interfunctional coordination on organizational performance. Second, market orientation does not appear to significantly affect R&D efficiency. The present study contributes to current literature in two main respects. First, it adds to previous work on market orientation and innovation by proposing a new dependent variable,R&D effectiveness,which offers a better perspective to understand the impact of market orientation on innovation performance in high-technology contexts. Second, while part of the current debate on the role of market orientation in high-tech markets seems to be polarized by positions that sustain its potential drawbacks or, on the contrary, its advantages, this study's findings on the moderating role of knowledge integration shed light on important contingency factors, such as organizational capabilities. The authors discuss the study's limitations and provide directions for future research. [source]

The Contingent Value of Responsive and Proactive Market Orientations for New Product Program Performance,

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 6 2005
Kwaku Atuahene-Gima
While the benefits of being market oriented are largely accepted, a group of scholars and managers remain skeptical. Marketing scholars have sought to counter the criticisms leveled against market orientation (MO) by arguing that it has both responsive and proactive dimensions. However, few studies have empirically examined the complexity of the effects of these dimensions on firm performance. Drawing on theories of resource-based advantage and organizational search behavior, this article advances understanding by arguing that responsive and proactive market orientations have curvilinear effects on product development performance, that their interaction may be positively related to product development performance, and that their effects on new product program performance are moderated differentially by the organizational implementation conditions and marketing function power. Survey results of 175 U.S. firms indicate support for most of the hypotheses. Specifically, whereas responsive MO has a U-shaped relationship with new product program performance, proactive MO has an inverted U-shaped relationship with new product program performance. Contrary to the arguments presented here, the interaction of both orientations is negatively related to new product program performance. This study finds that both orientations are needed; however, new product program performance is enhanced when one is at higher level and the other is at lower level. Finally, responsive MO is only positively related to new product program performance under specific conditions such as when strategic consensus among managers is high. On the other hand, the positive effect of proactive MO on new product program performance is further strengthened when learning orientation and marketing power are high. Overall, this study suggests that the effects of responsive and proactive MO on new product program performance are more complex than previously theoretically argued and empirically examined. [source]

The Complementary Effects of Market Orientation and Entrepreneurial Orientation on Profitability in Small Businesses,

Market orientation, interdepartmental integration, and product development performance

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 5 2001
Kenneth B. Kahn
Various research studies have shown that a market orientation and interdepartmental integration can positively influence product development performance. Addressed in this article is whether market orientation and interdepartmental integration both equally influence product development performance, whether one of these constructs is more influential than the other, and whether such influence is dependent on the type of department being examined? Analyzing survey data from 156 marketing, manufacturing, and R&D managers, the tentative results suggest that a market orientation and interdepartmental integration correlate to improved product development and product management performance in varying degrees across these three manager sets. It appears that a positive relationship between market orientation and product development petformance is likely to be reflected by the marketing department, while marketing and manufacturing departments are likely to reflect a positive relationship between the general construct of market orientation and product management performance. Manufacturing managers also reflect a positive relationship between interdepartmental integration and product development and product management performance. Further analyses involving the elements of a market orientation and interdepartmental integration find that a customer orientation appears important to performance in the case of marketing managers, and that collaboration is important to performance in the case of manufacturing managers. R&D managers did not reflect any statistically significant relationships between market orientation, interdepartmental integration, their constructs, and performance. These results should not be taken as refuting the claim of an important relationship between market orientation and product development performance, however. The present results refine our understanding of market orientation to consider department-specific effects, as well as temper the claims that implementing a market orientation will readily lead to improved product development performance across all departments in an organization. This may or may not be the case, depending on the focal department. [source]

Entrepreneurship in Emerging Economies: Where Are We Today and Where Should the Research Go in the Future

ENTREPRENEURSHIP THEORY AND PRACTICE, Issue 1 2008
Garry D. Bruton
Emerging economies are characterized by an increasing market orientation and an expanding economic foundation. The success of many of these economies is such that they are rapidly becoming major economic forces in the world. Entrepreneurship plays a key role in this economic development. Yet to date, little is known about entrepreneurship in emerging economies. This introductory article to the special issue on entrepreneurship in emerging economies examines the literature that exists to date in this important domain. It then reviews the research that was generated as part of this special issue on this topic. The article concludes with a discussion of the critical future research needs in this area. [source]

Banishing Bureaucracy or Hatching a Hybrid?

GOVERNANCE, Issue 2 2000
The CanadianFood Inspection Agency, the Politics of Reinventing Government
The Canadian Food Inspection Agency (CFIA) is a means to overcoming long-standing bureaucratic politics while attaining some major policy ends.Contrary to some of the new public management bravado of transforming the public sector, the CFIA is not a bureaucratic revolution in reshaping the Canadian State. Changes in scientific staffing, funding, and inspection have been more incremental than fundamental. Moreover, the CFIA is something less than the special and separate operating agency models discussed in the alternative service delivery literature in terms of autonomy and market orientation, but something more autonomous and entrepreneurial than traditional government departments. These organizational and managerial reforms are modest extensions providing a means for achieving economies and enhanced effectiveness in carrying out the mandate of safety, consumer protection, and market access for Canadian food, animal, plant, and forestry products. [source]

District health systems in a neoliberal world: a review of five key policy areas,

INTERNATIONAL JOURNAL OF HEALTH PLANNING AND MANAGEMENT, Issue S1 2003
Malcolm Segall
Abstract District health systems, comprising primary health care and first referral hospitals, are key to the delivery of basic health services in developing countries. They should be prioritized in resource allocation and in the building of management and service capacity. The relegation in the World Health Report 2000 of primary health care to a ,second generation' reform,to be superseded by third generation reforms with a market orientation,flows from an analysis that is historically flawed and ideologically biased. Primary health care has struggled against economic crisis and adjustment and a neoliberal ideology often averse to its principles. To ascribe failures of primary health care to a weakness in policy design, when the political economy has starved it of resources, is to blame the victim. Improvement in the working and living conditions of health workers is a precondition for the effective delivery of public health services. A multidimensional programme of health worker rehabilitation should be developed as the foundation for health service recovery. District health systems can and should be financed (at least mainly) from public funds. Although in certain situations user fees have improved the quality and increased the utilization of primary care services, direct charges deter health care use by the poor and can result in further impoverishment. Direct user fees should be replaced progressively by increased public finance and, where possible, by prepayment schemes based on principles of social health insurance with public subsidization. Priority setting should be driven mainly by the objective to achieve equity in health and wellbeing outcomes. Cost effectiveness should enter into the selection of treatments for people (productive efficiency), but not into the selection of people for treatment (allocative efficiency). Decentralization is likely to be advantageous in most health systems, although the exact form(s) should be selected with care and implementation should be phased in after adequate preparation. The public health service should usually play the lead provider role in district health systems, but non-government providers can be contracted if needed. There is little or no evidence to support proactive privatization, marketization or provider competition. Democratization of political and popular involvement in health enhances the benefits of decentralization and community participation. Integrated district health systems are the means by which specific health programmes can best be delivered in the context of overall health care needs. International assistance should address communicable disease control priorities in ways that strengthen local health systems and do not undermine them. The Global Fund to Fight AIDS, Tuberculosis and Malaria should not repeat the mistakes of the mass compaigns of past decades. In particular, it should not set programme targets that are driven by an international agenda and which are achievable only at the cost of an adverse impact on sustainable health systems. Above all the targets must not retard the development of the district health systems so badly needed by the rural poor. Copyright © 2003 John Wiley & Sons, Ltd. [source]

The determinants of export performance: A review of the research in the literature between 1998 and 2005

INTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 4 2008
Carlos M.P. Sousa
Considerable attention has been paid to the determinants of export performance. However, despite this research effort in identifying and examining the influence of such determinants, the literature is characterized by fragmentation and diversity, hindering theory development and practical advancement in the field. This paper attempts to review and synthesize the knowledge on the subject. As a result, this study reviews and evaluates 52 articles published between 1998 and 2005 to assess the determinants of export performance. The assessment reveals that: (a) more studies have been conducted outside the USA; (b) the majority of the studies focus on manufacturing firms, with relatively few studies examining the service sector; (c) the majority of the export studies continue to focus on small to medium-sized firms; (d) there is a continuous increase in the sample size; (e) despite the problems that may arise from the use of single informants, it seems that none of the studies reviewed here collected data from more than one informant in the firm; (f) an increasing number of studies have been using the export venture as the unit of analysis; (g) the level of statistical sophistication has improved; (h) the use of control and moderating variables in export performance studies has increased; (i) more studies have started to include the external environment in their models, including domestic market characteristics; and (j) market orientation as a key determinant of export performance emerges in this review. Finally, conclusions are drawn, along with some suggestions for further research. [source]

Marketing's contribution to business strategy: market orientation, relationship marketing and resource-advantage theory

INTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 1 2000
Shelby D. Hunt
Although overlooked to some degree by non-marketing disciplines, the discipline of marketing has contributed significantly to the body of knowledge on business strategy over the last two decades. This paper evaluates these contributions, examines how they complement dominant non-marketing theories of business strategy, and shows how marketing offers a generalized theory of competition that integrates the concepts of both marketing and non-marketing theories of business strategy. [source]

The impact of creativity on performance in non-profits

INTERNATIONAL JOURNAL OF NONPROFIT & VOLUNTARY SECTOR MARKETING, Issue 4 2005
Hilton Barrett
This article examines how creative climate affects learning orientation and its relationship to organizational performance. The study also assesses creativity's link with market orientation, entrepreneurial orientation, and organizational flexibility. Past research on creativity climate has explored areas such as the arts, high-tech, information technology, media, and the sciences. The focus of this study is to assess creativity's role in managerial decision-making in the non-profit sector. Sound use of creativity can improve planning, implementation, and control by non-profit organization executives. Copyright © 2005 John Wiley & Sons, Ltd. [source]

Breaking the cycle of marketing disinvestment: using market research to build organisational alliances

INTERNATIONAL JOURNAL OF NONPROFIT & VOLUNTARY SECTOR MARKETING, Issue 1 2001
John H. Hanson
Many marketers find their programmes fall victim to disinvestment, both financial and psychological. While most marketers are avid students of consumer psychology, they tend to overlook the dynamics of organisational psychology, just as the literature on market orientation often fails to emphasise the organisational identity politics and power struggles that frustrate marketing. Discussions of market orientation focus on leadership and team-building issues, favouring highly visible cases of organisational success at the expense of analysing common factors in marketing failure, many of them grounded in organisational psychology. Allied with knowledge of organisational epistemology, market research can be used as a critical resource in marketers' internal marketing programmes to strengthen market orientation. Ongoing collaborative market research can build positive organisational alliances that contribute to the internal support needed to sustain a successful marketing programme. Copyright © 2001 Henry Stewart Publications [source]

Mega-projects in New York, London and Amsterdam

INTERNATIONAL JOURNAL OF URBAN AND REGIONAL RESEARCH, Issue 4 2008
SUSAN S. FAINSTEIN
Abstract Recently we have witnessed the mounting of very large development projects (mega-projects) in European and American cities. There is a striking physical similarity among the schemes and also a convergence embodied in private-sector involvement and market orientation. They differ, however, as to whether they provide affordable units and tie together physical and social goals. This article investigates new mega-projects in New York, London, and Amsterdam. The dissimilarities among them indicate the extent of variability in contemporary property capitalism. The comparison shows that public-private partnerships can provide public benefits, but also shows that these large projects are risky for both public and private participants, must primarily be oriented toward profitability, and produce a landscape that does not encourage urbanity. Whether the gains from increased competitiveness are spread throughout the society depends on the size of the direct governmental commitment to public benefits. This is greatest in the Netherlands, where the welfare state, albeit shrunken, lives on; it is least in the United States, where the small size of national expenditures on housing and social welfare means that low-income people must depend almost wholly on trickle-down effects to gain from new development. Résumé Les très grands projets d'aménagement (mégaprojets) se multiplient dernièrement dans les villes d'Europe et d'Amérique. On est frappé par une similarité physique entre les programmes, mais aussi par une convergence observable dans l'implication du secteur privé et dans une orientation-marché. Ils diffèrent pourtant par leur capacité ou non à procurer des unités accessibles financièrement et à associer des objectifs physiques et sociaux. L'article étudie de nouveaux mégaprojets à New-York, Londres et Amsterdam. Les divergences entre eux indiquent l'étendue de la variabilité du capitalisme immobilier contemporain. La comparaison établit que les partenariats public-privé peuvent produire des bénéfices publics, et montre aussi que ces grands projets sont risqués pour les participants publics et privés, qu'ils doivent surtout rechercher la rentabilité et qu'ils génèrent un paysage peu favorable à l'urbanité. La répartition, sur toute la société, des gains tirés d'une compétitivité accrue dépend de l'ampleur de l'engagement direct des gouvernements à l'égard des bénéfices publics. Le cas le plus flagrant est celui des Pays-Bas, où l'État-providence subsiste, bien que diminué; le plus limité est celui des États-Unis, où la faible ampleur des dépenses nationales de logement et de protection sociale signifie que les populations à bas revenu dépendent presque totalement des effets de propagation pour bénéficier d'un nouvel aménagement. [source]

Emerging Market Efficiencies: New Zealand's Maturation Experience in the Presence of Non-Linearity, Thin Trading and Asymmetric Information

INTERNATIONAL REVIEW OF FINANCE, Issue 1-2 2007
CHARLES RAYHORN
ABSTRACT This paper examines the efficiency of New Zealand's stock market by assessing the prevalence of thin trading, non-linearity and information asymmetry. We find that the efficiency of this emerging market has been enhanced over time due to regulatory changes and the transition of the New Zealand economy to a free market orientation. During the 1970s and 1980s, the stock market appears to have been inefficient with thin trading and non-linearity as leading causative agents. Our evaluation of non-linear models, adjusted for thin trading effects, however, strongly suggests that the New Zealand stock market has become more efficient since 1990. [source]

Smallholders, institutional services, and commercial transformation in Ethiopia

AGRICULTURAL ECONOMICS, Issue 2009
Berhanu Gebremedhin
Smallholders; Institutions; Commercial transformation Abstract This article examines the role of institutional services of credit, input supply, and extension in the overall commercial transformation process of smallholder agriculture in Ethiopia. Survey data collected in 2006 from 309 sample households in three districts of Ethiopia are used for the analyses. Tobit regression models are used to measure the effect of access to services on the intensity of inputs use for fertilizer and agrochemicals. A probit model is used to measure these effects on the adoption of improved seeds. Intensity of use of seeds is analyzed using an ordinary least squares model. Logarithmic Cobb,Douglass functions are estimated to analyze the effect of access to services on crop productivity. Heckman's two-stage estimation is used to examine determinants of household market participation and the extents of participation. Results show that access to institutional support services plays a significant role in enhancing smallholder productivity and market orientation. Our results imply that expanding and strengthening the institutional services is critical for the intensification and market orientation of smallholder agriculture in Ethiopia. In particular, appropriate incentives and regulatory systems are urgently needed to encourage the involvement of the private sector in the provision of agricultural services. [source]

From market failure to marketing failure: market orientation as the key to deep outreach in microfinance,

JOURNAL OF INTERNATIONAL DEVELOPMENT, Issue 3 2002
Gary Woller
First page of article [source]

Market Orientation, Generative Learning, Innovation Strategy and Business Performance Inter-Relationships in Bioscience Firms

Political marketing in untraditional campaigns: the case of David Cameron's Conservative Party leadership victory

JOURNAL OF PUBLIC AFFAIRS, Issue 3 2007
Robert P. Ormrod
This study investigates the concept of political market orientation (PMO) in an untraditional setting, namely the 2005 contest for the leadership of the British Conservative Party. Based on a collective case-study method, a content analysis of candidates' speeches and manifestos is provided. We operationalize four attitudinal constructs of a conceptual PMO model and adapt them to suit the novel campaign context. Our findings show further evidence for the existance of a ,gravitational centre' effect hypothesized in earlier studies. Furthermore, we qualify the concept of PMO through a long-term focus and a context-specific evaluation of the merits of alternative PMO profiles. Thus, the generic conceptual model of political market orientatation, which previously has only been used in the content of parties contesting a general election campaign, can be adapted to alternative campaign situations without a reduction in its explanatory power. Copyright © 2007 John Wiley & Sons, Ltd. [source]

The Influence of CEO Gender on Market Orientation and Performance in Service Small and Medium-Sized Service Businesses

Understanding Market-Driving Behavior: The Role of Entrepreneurship

JOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 1 2008
Minet Schindehutte
In recent years, the marketing literature has placed significant emphasis on market-driving and proactive market-driven behavior within firms in attempts to reconceptualize the meaning of "market orientation." For their part, market-driving firms such as Starbucks, Amazon.com, Dell, and Southwest Airlines are demonstrating how business model innovation results in sustainable advantage and superior long-term performance in a wide range of industries. In this paper, we contend that market-driving behavior is distinct from a firm's market orientation, and instead is the essence of entrepreneurial action in the Schumpeterian "creative destruction" sense. It is further argued that the firm's entrepreneurial orientation interacts with other strategic orientations, in the process determining how they are manifested and, in some cases, whether they are manifested. Furthermore, entrepreneurial orientation plays a critical role in determining transitions among various strategic orientations over time. An integrative model illustrates the dynamics of the interface between marketing and entrepreneurship from both a content and process perspective. Two case studies illustrate how trajectories can be identified in the dominant strategic orientations within companies as they evolve. [source]

Market Orientation, Innovativeness, Product Innovation, and Performance in Small Firms

Managing the process of market orientation by publicly funded laboratories: the case of CSIR, India

R & D MANAGEMENT, Issue 4 2000
Ashok K. Gupta
User-interaction is the most important ingredient in achieving market orientation. In this paper, perceptions of senior scientists and directors in publicly funded R&D labs in India with primary mission to conduct applied research, were analysed to learn about their interaction with industry. The areas examined included: importance and frequency of labs' interaction with industry; barriers faced by labs in their efforts to interact with industry; and initiatives taken by labs to improve their interaction with industry. Recommendations are presented to improve lab-industry interaction by analysing actions of labs that are more successful in transferring their technologies to industry as compared to their less successful counterparts. [source]

Why did we make that cheese?

R & D MANAGEMENT, Issue 2 2000
An empirically based framework for understanding what drives innovation activity
In the more recent product development literature the interplay between R&D skills and competencies and market skills and competencies is seen as a major determinant of successful innovation. The study reported in this article was done in order to cast more light on these two constructs in an industry with low R&D expenditures, but where product development is nevertheless considered to be strategically important. That industry is the food processing industry. The results of a series of case studies indicate that constructs other than R&D and market orientation may be more appropriate for understanding innovation and explaining innovation success in the case material. A new set of constructs focusing on what causes specific innovation activities to occur is proposed and a revised framework is developed. [source]

Market Orientation and R&D Effectiveness in High-Technology Firms: An Empirical Investigation in the Biotechnology Industry,

Financial Champions and Masters of Innovation: Analyzing the Effects of Balancing Strategic Orientations,

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 6 2009
Angela Paladino
Theory predicts that market and resource orientations can each lead to innovation and financial success. Despite this, no research has examined whether the pursuit of both resource and market orientations is feasible and, if so, the impact of this combined effect on innovative and financial outcomes. This paper aims to address these gaps. Thus, it is the first to examine the interdependent relationship between market orientation (MO) and resource orientation (RO). Additionally, this study responds to calls for (1) cross-disciplinary research, particularly in the areas of marketing and strategic management, and (2) comparative studies of diverse strategic orientations on performance. In doing so, this paper investigates the difference in innovation performance and financial performance between firms adopting a high or low degree of market orientation or a high or low degree of resource orientation. This allows us to observe independent and interdependent effects of these orientations on the firm's performance. Data were collected from 250 senior executives in Australia. Confirmatory factor analysis and related techniques were applied to assess the robustness of the measures used. A two-way between-groups analysis of variance (ANOVA) was used to evaluate the relationships. Results show the emergence of four organizational types: unfocused imitators or followers; market-driven innovators; masters of innovation; and financial champions. From these, financial champions emerge as having the greatest impact on the financial performance of the firm, while masters of innovation are best for maximizing innovation outcomes. In fact, organizations with a high RO in the matrix (masters of innovation and financial champions) achieved a higher impact on innovation relative to the quadrants reflecting a lower MO. Results also demonstrate that pursuing a low degree of resource and market orientations leads to inferior financial performance. Therefore, a balance of resource and market orientations is important. A potential extension of this research is to assess these relationships on an industry-by-industry basis. This would contribute to our knowledge by allowing us to determine if and how these results differ between industries. Managerial and theoretical implications are also discussed. [source]