A continued interest in the market

A continued interest in the market orientation construct has resulted in studies that have assessed the antecedents, consequences, and moderators of a market orientation. Kohli and Jaworski (1990, p.6) identified three antecedents that provide guidance on the actions that could be taken within an organization to develop a market orientation. Consequences of a market orientation consisted of enhanced performance, organization commitment and esprit de corps. Environmental conditions such as market and technological turbulence were conditions that moderated market orientation and profitability (Menon, Jaworski and Kohli 1997).
Other studies have examined the relationship between innovation and market orientation. Han et al. (1998, p.41) finds that innovative practices, both technological and administrative, facilitate the conversion of market orientation into superior performance. Jaworski and Kohli (1993, p.56) note that, because a market orientation involves doing something new or different in response to market conditions, it may be viewed as innovative behaviour.
Many authors have added to the validation of the market orientation construct. The different forms a market orientation can take have been explored (Mavondo 1998; Greenley 1995) and the different scales that have been used in its measurement have been assessed (Deshpande and Farley 1996). While different instruments have been used to measure market orientation, most researchers agree that a market orientation, however measured, has positive outcomes for business (Deshpande and Farley 1996; Hunt and Morgan 1995).

Hasil (Bahasa Indonesia) 1:

A continued interest in the market orientation construct has resulted in studies that have assessed the antecedents, consequences, and moderators of a market orientation. Kohli and Jaworski (1990, p.6) identified three antecedents that provide guidance on the actions that could be taken within an organization to develop a market orientation. Consequences of a market orientation consisted of enhanced performance, organization commitment and esprit de corps. Environmental conditions such as market and technological turbulence were conditions that moderated market orientation and profitability (Menon, Jaworski and Kohli 1997).Other studies have examined the relationship between innovation and market orientation. Han et al. (1998, p.41) finds that innovative practices, both technological and administrative, facilitate the conversion of market orientation into superior performance. Jaworski and Kohli (1993, p.56) note that, because a market orientation involves doing something new or different in response to market conditions, it may be viewed as innovative behaviour.Banyak penulis telah menambahkan validasi membangun orientasi pasar. Berbagai bentuk orientasi pasar yang dapat mengambil telah dieksplorasi (Mavondo 1998; Greenley 1995) dan skala yang berbeda yang telah digunakan dalam pengukuran yang telah dinilai (Deshpande dan Penzance, Cornwall 1996). Sementara instrumen yang berbeda telah digunakan untuk mengukur orientasi pasar, kebanyakan peneliti setuju bahwa orientasi pasar, namun diukur, memiliki hasil yang positif untuk bisnis (Deshpande dan 1996 Penzance, Cornwall; Berburu dan Morgan 1995).