Market orientation (once again): Challenges and a suggested solution

Abstract

Previous research shows almost unequivocally that market orientation (MO) has positive performance consequences for companies. However, research conceptualizes MO as (potentially) too abstract and broad. Consequently, detecting negative performance implications from it is difficult. In this article, I propose to deconstruct MO. First, rather than operating MO as an integrated construct, I suggest treating MO as a class of orientations that share certain properties but differ on important others. I detail the competitive logic of and main risks related to alternative MOs and, drawing from literature on marketing, economics, and strategy, suggest contingencies for alternative MOs to perform well. Second, I propose measuring each individual MO (e.g., customer-centric) as a product of the two forms of orientations (strategy/plan and information) embedded within it. This suggested measurement approach enables further scrutiny of the association between MO and company performance. I conclude with a discussion of the potential implications for research and marketing management which could result from treating MO as a construct class.