Orientação para o mercado: antecedentes e conseqüências

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Bernard J. Jaworski
Ajay K. Kohli

Abstract

This research addresses three questions: (1) Why are some organizations more market-oriented than others? (2) What effect does a market orientation have on employees and business performance? (3) Does the linkage between a market orientation and business performance depend on the environmental context? The findings from two national samples suggest that a market orientation is related to top management emphasis on the orientation, risk aversion of top managers, interdepartmental conflict and connectedness, centralization, and reward system orientation. Furthermore, the findings suggest that a market orientation is related to overall (judgmental) business performance (but not market share), employees' organizational commitment, and esprit de corps. Finally, the linkage between a market orientation and performance appears to be robust across environmental contexts that are characterized by varying degrees of market turbulence, competitive intensity, and technological turbulence.

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How to Cite
JAWORSKI, B. J.; KOHLI, A. K. Orientação para o mercado: antecedentes e conseqüências. RAE - Revista de Administracao de Empresas , [S. l.], v. 46, n. 2, p. 82–103, 2006. Disponível em: https://periodicos.fgv.br/rae/article/view/37121. Acesso em: 15 jul. 2024.
Section
RAE - Clássicos