Market Orientation and Management Practices in Ghanaian Firms: Revisiting the Jaworski and Kohli Framework

The work of Jaworski and Kohli (1993) has inspired a substantial body of literature on market orientation, but most replications of their original framework have been in developed countries. This article reports the results of a Ghanaian study that revisits Jaworski and Kohli's framework, and the authors compare the findings with a similar study that was conducted in the Ivory Coast. The authors provide evidence in support of the robustness of the framework and draw attention to the possible variations in the interpretation of the constituent constructs in the original framework. The variations are attributable to cultural differences that affect management practices in different societies.

[1]  Gerald Zaltman,et al.  Innovation and Organizations. , 1974 .

[2]  Charles Blankson,et al.  Business strategy, organizational culture, and market orientation , 1998 .

[3]  Gerald Zaltman,et al.  A Comparison of Factors Affecting Researcher and Manager Perceptions of Market Research Use , 1984 .

[4]  James M. Sinkula,et al.  Learning Orientation, Market Orientation, and Innovation: Integrating and Extending Models of Organizational Performance , 1999 .

[5]  Cristian Chelariu,et al.  Market orientation in Ivory Coast: measurement validity and organizational antecedents in a sub‐Saharan African economy , 2002 .

[6]  S. Gounaris,et al.  Marketing orientation and its determinants: an empirical analysis , 1999 .

[7]  John Kuada,et al.  Managerial Behaviour in Ghana and Kenya: A Cultural Perspective , 1994 .

[8]  Rohit Deshpandé,et al.  Triad lessons: Generalizing results on high performance firms in five business-to-business markets , 2000 .

[9]  G. Tomas M. Hult,et al.  A synthesis of contemporary market orientation perspectives , 2001 .

[10]  G. Luffman,et al.  Implementing Marketing Strategy Through a Market Orientation , 2000 .

[11]  Peter Blunt,et al.  Exploring the limits of Western leadership theory in East Asia and Africa , 1997 .

[12]  J. Farley,et al.  Executive Insights: Corporate Culture and Market Orientation: Comparing Indian and Japanese Firms , 1999 .

[13]  G. Hofstede,et al.  Cultures and Organizations: Software of the Mind , 1991 .

[14]  Sam C. Okoroafo,et al.  Marketing Decisions and Performance in Economic Reform African Countries , 1995 .

[15]  Jeffrey C. Strieter,et al.  The influence of organizational market orientation on individual-level market-oriented cognitions , 2000 .

[16]  Market Orientation: Scale Invariance and Relationship to Generic Strategies Across Two Countries , 1999 .

[17]  K. Dadzie,et al.  Market orientation of Nigerian and Kenyan firms: the role of top managers , 2002 .

[18]  Nils Brunsson.  The Irrational Organization , 1985 .

[19]  A. Diamantopoulos,et al.  A Measure of Export Market Orientation: Scale Development and Cross-cultural Validation , 1999 .

[20]  Tony Cox,et al.  Marketing Capabilities and Firm Performance: A Hierarchical Model , 1999 .

[21]  Jan U. Becker,et al.  Market-Oriented Management: A Systems-Based Perspective , 1999 .

[22]  Alan C.B. Tse,et al.  Market Orientation and Business Performance , 2000 .

[23]  F. Mavondo,et al.  How critical is internal customer orientation to market orientation? , 2001, Journal of Business Research.

[24]  D. Leonard.  The political realities of African management , 1987 .

[25]  K. Appiah-Adu.  Marketing in emerging countries: evidence from a liberalized economy , 1997 .

[26]  E. Tuma.  Institutionalized obstacles to development: The case of Egypt , 1988 .

[27]  O. J. Sørensen,et al.  Internationalization of Companies from Developing Countries , 2000 .

[28]  Bernard J. Jaworski,et al.  Market Orientation: The Construct, Research Propositions, and Managerial Implications , 1990 .

[29]  F. Langerak.  The Relationship between Customer and Supplier Perceptions of the Manufacturer's Market Orientation and It's Business Performance , 2001 .

[30]  Jim Butler,et al.  Why Managers Won'T Learn , 1990 .

[31]  Jimmy C. F. Ngai,et al.  Market orientation and business performance: some evidence from Hong Kong , 1998 .

[32]  S. O’Connor,et al.  Drivers of market orientation and performance in service firms , 1998 .

[33]  Michael Y. Hu,et al.  Market orientation among small Korean exporters , 2000 .

[34]  Robert W. Ruekert.  Developing a market orientation: An organizational strategy perspective , 1992 .

[35]  Henry Mintzberg,et al.  Structure in Fives: Designing Effective Organizations , 1983 .

[36]  Tung‐Zong Chang,et al.  Market orientation, service quality and business profitability: a conceptual model and empirical evidence , 1998 .

[37]  Bernard J. Jaworski,et al.  Market orientation: Antecedents and consequences , 1993 .

[38]  Bernard J. Jaworski,et al.  Market orientation in United States and Scandinavian companies. A cross-cultural study , 1996 .

[39]  John C. Narver,et al.  The Effect of a Market Orientation on Business Profitability , 1990 .

[40]  Gordon E. Greenley.  FORMS OF MARKET ORIENTATION IN UK COMPANIES , 1995 .

[41]  K. Appiah-Adu,et al.  Market Orientation and Performance: An Empirical Study of British SMEs , 1998 .

[42]  R. Deshpandé,et al.  The Organizational Context of Market Research Use , 1982 .

[43]  Gordon E. Greenley.  Market Orientation and Company Performance: Empirical Evidence From UK Companies , 1995 .

[44]  C. Julian.  Internationalization of Companies from Developing Countries , 2001, Journal of the Australian and New Zealand Academy of Management.

[45]  M. Farrell.  Developing a Market‐Oriented Learning Organisation , 2000 .

[46]  J. D. Montgomery.  Probing managerial behavior: Image and reality in Southern Africa , 1987 .

[47]  C. Craig,et al.  On Improving the Conceptual Foundations of International Marketing Research , 2006 .

[48]  Alan C.B. Tse,et al.  How does marketing effectiveness mediate the effect of organizational culture on business performance? The case of service firms , 2000 .

[49]  Robert A. Burgelman.  A Process Model of Internal Corporate Venturing in the Diversified Major Firm , 1983 .

[50]  K. Appiah-Adu,et al.  The impact of economic reform on business performance: A study of foreign and domestic firms in Ghana , 1999 .

[51]  김종식.  동아시아 문화와 경영, Geert Hofstede, Culture's Consequences: International Differences in Work-Related Values (Beverly Hills, CA:Sage Publications, 1980) ; and Cultures and Organizations : Software of the Mind (New York:McGraw-Hill, 1997) , 1999 .

[52]  G. Hofstede,et al.  Culture′s Consequences: International Differences in Work-Related Values , 1980 .

[53]  J. Dart,et al.  The market orientation of Chinese enterprises during a time of transition , 1999 .

[54]  Albert Caruana,et al.  The effect of market orientation on new product performance: a study among Singaporean firms , 2002 .

[55]  John C. Narver,et al.  Market Orientation and the Learning Organization , 1995 .