Market orientation, knowledge-related resources and firm performanceReport as inadecuate

Market orientation, knowledge-related resources and firm performance - Download this document for free, or read online. Document in PDF available to download.


Based upon new perspectives to explain superior business performance, an integrative conceptual model that links these different explanationsof superior performance is presented, highlighting the role of knowledge-related resources as key antecedents of the continuous creation ofcompetitive advantages Day 1994, Day George S. The capabilities of market-driven organizations. J Mark 1994a, 58 October: 37–52., DayGeorge S. Continuous learning about markets. Calif Manage Rev 1994b, 36 Summer: 9–31., Hunt and Morgan, 1995, Hunt Shelby D., MorganRobert M. The comparative advantage theory of competition. J Mark 1995; 59 April: 1–15. An empirical test of this conceptual model isconducted with a Chilean sample of publicly traded firms, using structural equations modeling. The results show a significant impact of: marketorientation, market sensing and innovativeness among other knowledge-related resources on superior performance, thus providing support forthe original ideas of Drucker 1954 Drucker Peter F. The practice of management. New York: Harper and Row Publishers, 1954. andSchumpeter 1934, and for the dynamic evolutionary approaches to strategy Dickson, 1992, Dickson Peter R. Toward a theory of competitiverationality. J Mark 1992; 56: 69–83., Dicskson, 1996, Dickson Peter R. The static and dynamic mechanics of competition: a comment on Hunt andMorgan-s comparative advantage theory. J Mark 1996; 60: 102–106.; Hill and Deeds, 1996, Hill C.W., Deeds D.L. The importance of industrystructure for the determination of firm profitability: a Neo-Austrian perspective. J Manag Stud 1996; 33: 429–451

Author: Olavarrieta, Sergio; - Friedmann, Roberto; -



Related documents