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Market Orientation and Business Performance: The Case of Indian Manufacturing Firms>

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  • Sanjay K. Jain
  • Manju Bhatia

Abstract

Market orientation has come to be recognized as a key concept in marketing literature. Researches in other countries point to the presence of a positive relationship between market orientation and business performance. In the Indian context, however, little evidence exists to demonstrate that market orientation is an activity worth pursuing by the business firms. Based on an empirical investigation, the present paper reports a strong relationship existing between market orientation and various financial and non-financial measures of business performance among manufacturing firms in India. Adjusting for the effects of various moderating and control variables, the authors find this relationship to be holding true, irrespective of market conditions. The obvious managerial implication of the study is that it is worth investing resources in making organizations more market-oriented as all this gets amply paid by way of superior business performance

Suggested Citation

  • Sanjay K. Jain & Manju Bhatia, 2007. "Market Orientation and Business Performance: The Case of Indian Manufacturing Firms>," Vision, , vol. 11(1), pages 15-33, January.
    • Handle: RePEc:sae:vision:v:11:y:2007:i:1:p:15-33
    DOI: 10.1177/097226290701100102
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    References listed on IDEAS

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    1. Michael A. Hitt & R. Duane Ireland, 1986. "Relationships Among Corporate Level Distinctive Competencies, Diversification Strategy, Corporate Structure And Performance," Journal of Management Studies, Wiley Blackwell, vol. 23(4), pages 401-416, July.
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    Cited by:

    1. Sanjay K. Jain & Parul Goel & Sonali Jain, 2024. "Understanding Consumer Sentiments Towards Marketing: An Investigation in Indian Context," Vision, , vol. 28(2), pages 210-224, April.
    2. Neetu Andotra & Richa Gupta, 2016. "Impact of Environmental Turbulence on Market Orientation–Business Performance Relationship in SSIs," Global Business Review, International Management Institute, vol. 17(4), pages 806-820, August.

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