Measuring Market Orientation: Generalization and Synthesis

This paper reports on an integrative, cross-nationalstudy which synthesizes and retests work of three separate groupsof researchers who in the late 1980‘s developed measurementsof a firm's Market Orientation. The projects resulted in threedifferent but syntactically similar Market Orientation scaleswhich, along with other measures, were used to support substantiveconclusions, particularly those involving firm Performance. Basedon a new study of 82 managers in 27 European and U.S. companies,we show that all three scales are reliable and valid. The scalesalso seem to generalize well internationally, both in terms ofreliability and prediction of Performance. We also show thatthe scales are similar to one another in terms of various validitymeasures and in terms of correlations with Performance measures.Finally, we synthesize a 10-item scale based on a more parsimoniousdefinition of Market Orientation as: ’’the set of cross-functionalprocesses and activities directed at creating and satisfyingcustomers through continuous needs-assessment.‘

The global market : developing a strategy to manage across borders

Introduction.Part One: Developing the Global Mind-Set.1. Theodore Levitt's "The Globalization of Markets": An Evaluation After Two Decades (Richard S. Tedlow, Rawi Abdelal).2. "The Globalization of Markets": A Retrospective with Theodore Levitt (Stephen A. Greyser).3. "The Globalization of Markets" Revisited: Japan After Twenty Years (Hirotaka Takeuchi).Part Two: Managing the Global Business.4. Rooting Marketing Strategy in Human Universals (Luc Wathieu, Yu Liu, Gerald Zaltman).5. Organizing Multinational Companies for Collaborative Advantage (Morten T. Hansen, Nitin Nohria).Part Three: Managing Global Products.6. Global Standardization versus Localization: A Case Study and a Model (Pankaj Ghemawat).7. It's a Small World After All ... or Is It? The State of Globalization in the Worldwide Automotive Industry (Nick Scheele).Part Four: Managing Global Brands.8. Strategies for Managing Brand and Product in International Markets (Hans-Willi Schroiff, David J. Arnold).9. Managing the Global Brand: A Typology of Consumer Perceptions (Douglas B. Holt, John A. Quelch, Earl L. Taylor).Part Five: Managing Global Services.10. The Globalization of Marketing Services (Martin Sorrell).11. Cost Economies in the Global Advertising and Marketing Services Business (Alvin J. Silk, Ernst R. Berndt).Part Six: Managing Global Supply and Distribution.12. Managing Global Supply Chains (Ananth Raman, Noel Watson).13. Globalization of Retailing (David E. Bell, Rajiv Lal, Walter Salmon).Part Seven: Setting the Global Agenda.14. The Empire Strikes Flak: Powerful Companies and Political Backlash (Daniel Litvin).15. Globalization and the Poor (V. Kasturi Rangan, Arthur McCaffrey).Notes and References.The Authors.Index

Should I Stay or Should I Go? Mood Congruity, Self-monitoring and Retail Context Preference

This article extends the discussion of congruity or the preference by consumers for alternatives similar to themselves 1) by examining the effect in a retail context and, 2) by considering the moderating role of self-monitoring, or the tendency to regulate one's mood in line with the social context, on congruity. Two experiments find that when low self-monitors imagine a context that differs in valence from their mood, they feel more distinctive from the environment while high self-monitors do not. The feelings of low self-monitors, in turn, seem to lead them to prefer contexts that are congruent in valence with their mood. High self-monitors on the other hand prefer a context that differs in valence from their mood. It is argued that high self-monitors seek a mood-incongruent context to achieve normative regulation of their mood. The implications of these results for retail atmospherics are discussed

Triad lessons: Generalizing results on high performance firms in five business-to-business markets

Significant differences are known to exist among organizations operating in different countries due to different national and organizational cultures, strategic orientations, and management styles. Less clear, however, is whether there are significant patterns of differences in how marketing-related factors drive performance in the most successful firms regardless of country. Building on a previous study of major Japanese firms [Deshpandé et al., 1993. Journal of Marketing 57, 22–27], an exploratory study compared samples of business-to-business relationships of Japanese, English, French, German, and US companies. We found the expected significant differences in organizational cultures, but found no country-specific slopes or intercepts in regressions relating factors such as innovativeness, organizational climate and culture, and market orientation to business performance. Successful firms appear to transcend differences in national culture and develop a common pattern of drivers of success which include primary focus on organizational innovativeness, a participative work climate, and an externally oriented organizational culture