FORMS OF MARKET ORIENTATION IN UK COMPANIES

Journal of Management Studies

Volumn 32, Issue 1, 1995, Pages 47-66

  Greenley, Gordon E ^a  

^a UNIVERSITY OF BIRMINGHAM   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84986061961     PISSN: 00222380     EISSN: 14676486     Source Type: Journal    
DOI: 10.1111/j.1467-6486.1995.tb00645.x     Document Type: Article

References (46)

1. Trappings versus substance in industrial marketing
2. Marketing, strategic planning and the theory of the firm
3. Beyond the marketing concept
4. Is your company marketing oriented
5. Measuring strategic performance
6. A paradigm for developing better measures of marketing constructs
7. An examination of the relative impact of growth strategies on profit performance
8. Assessing competitive advantage: a framework for diagnosing competitive superiority
9. Organizational culture and marketing: defining a research agenda
10. Corporate culture, customer orientation, and innovativeness in Japanese firms: a quadrad analysis
11. Measuring organizational performance in the absence of objective measures: the case of the privately‐held firms and conglomerate business units
12. Making the marketing concept work
13. SBU strategy and performance: the moderating effects of the corporate‐SBU relationship
14. Market orientation and company performance: empirical evidence from UK companies
15. Defining marketing: a market‐oriented approach
16. Linking market orientation and company performance: preliminary work on Kohli and Jaworski's framework
17. The marketing concept: what it is and what it is not
18. Marketing theory of the firm
19. Market orientation: the construct, research propositions, and managerial implications
20. Becoming market oriented
21. Responsiveness throughout your company
22. The structural and environmental correlates of business strategy
23. The effect of a market orientation on business profitability
24. Planned patterns of strategic behavior and their relationship to business‐unit performance
25. Developing a market orientation: an organizational strategy perspective
26. Cluster analysis for market segmentation
27. What the hell is market oriented
28. Does competitive environment moderate the market orientation‐performance relationship
29. Structural constraints, consumerism and the marketing concept
30. Measurement of business performance in strategy research: a comparison approach
31. Marketing planning for improved performance: a competitive analysis
32. Refinement of the marketing culture scale and the relationship between marketing culture and profitability of a service firm
33. Rediscovering the marketing concept
34. The changing role of marketing in the corporation
35. Business orientations and corporate success