Many managers aspire to improve the degree of market orientation of their organization. In concordance with popular belief, there is scientific evidence to support the proposition that higher degrees of market orientation are associated with higher returns on investment. In this book, the author deals with the questions of what a market orientation exactly is, and how a market orientation could be implemented in an organization.Based on a longitudinal involvement in two organizations that were making attempts to implement a market orientation, the author designs a set of frameworks that can guide managerial action for the implementation of such an orientation. Taken together, these frameworks define a market orientation as a process management capability, they explain how market oriented processes relate to performance, and they specify the steps managers can take to implement market oriented processes in their organization.
|Award date||15 Jun 2001|
|Place of Publication||Enschede|
|Publication status||Published - 15 Jun 2001|