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The effects of customer and competitor orientations on performance in global markets: a contingency analysis

Author

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  • Kevin Zheng Zhou

    (School of Business, The University of Hong Kong, Pokfulam, Hong Kong)

  • James R Brown

    (College of Business and Economics, West Virginia University, Morgantown, WV, USA)

  • Chekitan S Dev

    (School of Hotel Administration, Cornell University, Ithaca, NY, USA)

  • Sanjeev Agarwal

    (College of Business, Iowa State University, Ames, IA, USA)

Abstract

Should companies adjust their orientations toward customers or toward competitors in global markets? To answer this question, we use contingency theory and examine how the effects of customer and competitor orientations on performance are moderated by different environmental conditions. Our results from the global hotel industry indicate that a customer orientation works better in economically developed markets, as well as in markets with good local business conditions, greater resource availability, and demanding customers. In contrast, a competitor orientation is more effective in markets that are economically developing, have poor local business conditions, and face resource scarcity. Journal of International Business Studies (2007) 38, 303–319. doi:10.1057/palgrave.jibs.8400259

Suggested Citation

  • Kevin Zheng Zhou & James R Brown & Chekitan S Dev & Sanjeev Agarwal, 2007. "The effects of customer and competitor orientations on performance in global markets: a contingency analysis," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 38(2), pages 303-319, March.
    • Handle: RePEc:pal:jintbs:v:38:y:2007:i:2:p:303-319
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