Recent studies around the Marketing Orientation concept, and especially in Europe, have mainly focused around two general topics: The understanding of Marketing Orientation and the investigation of the relationship between Marketing Orientation and company performance. However, while a strong association between Marketing Orientation development and company performance has been established, the understanding of the Marketing Orientation remains unclear since some studies have suggested a philosophical nature for Marketing Orientation and some other studies concluded that Marketing Orientation represents a behavioural notion. As a result of this antithesis, research has not proceeded in the investigation on the factors that determine the degree of Marketing Orientation development. The findings presented in this paper show that Marketing Orientation should be conceptualised synthetically since it represents the integration of a certain culture with specific behaviour. Furthermore, a step towards a closer examination of the major determinants of Marketing Orientation development is taken: Although exploratory in nature, the findings suggest that Marketing Orientation development is determined by company-specific, as well as by market-specific factors with the former having a facilitating effect and the latter a coercive effect.

Speed-to-Market is cited as being vital in today’s competitive, uncertain and turbulent environments. Scholars and industry professionals alike assert that companies can achieve competitive advantages by launching their product faster than their competitors. However, this paper presents a slightly different perspective on speed-to-market by considering another aspect of the speed equation-speed-to-learn or fast learning in new product development (NPD) teams. We assert that although speed-to-market can increase the probability of new product success, speed-to-learn is one of the critical factors that allows teams to get to market rapidly and be more successful. In this study, we propose a model for fast team learning in new product development based on constructs borrowed from accelerated learning models or suggestopedy in the individual learning scholarship. We then empirically test the model on 171 new product teams. We argue that 1) fastlearning teams launch new products quicker with an increased probability of success. And 2) specific mechanisms that are within the teams ’ control can help teams learn faster. Mechanisms uncovered include: vision clarity, learning from customer and competitor, and information coding.

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The main assumption of cooperatives’ functioning is that their markets approximate commodity markets and thus it follows that production orientation is pursued. The paper questions this assumption by suggesting that the current economic shift is associated with growing emphasis on evolving and differentiated consumer preferences. As a result, companies are compelled to espouse customer-oriented beliefs, develop strategies for continuous learning about and responding to markets. I argue that market-oriented strategy poses challenges regarding the ownership, decision making, and business conduct of cooperatives. I conclude this paper by discussing these organizational arrangements necessary to facilitate market-oriented strategies.

L’orientation marché affecte-t-elle la performance des produits nouveaux? Une approche méta-analytique

request. The Pennsylvania State University is committed to the policy that all persons shall have equal access to programs, facilities, admission, and employment without regard to personal characteristics not related to ability, performance, or qualifications as determined by University policy or by state or federal authorities. The PennsylvaniaState Universitydoes not discriminate against anyperson because of age, ancestry, color, disability or handicap, national origin, race, religious creed, sex, sexual orientation, or veteran status. Direct all inquiries regarding the nondiscrimination policy to the Affirmative Action Director, the Pennsylvania State

This paper investigates the relevance of functional capabilities such as, market orientation, learning orientation, production orientation and human resource orientation, in an industry that is highly regulated and intensely price focused. Empirical findings from current literature suggest that the development of high levels of market oriented, learning oriented, production oriented and human resource oriented capabilities lead to competitive advantages and consequently to long term financial performance. This study reports findings in the Australian Building and Construction Industry. The results suggest that the only capability that really matters is production orientation i.e., being able to produce at low cost. Investment in market orientation and organisational learning, while desirable, do not give competitive advantage. Context of the Research The Building and Construction Industry in Australia is highly fragmented and intensely competitive. The fortunes of the industry are strongly influenced by interest rates (IBIS, 2000). Increases in interest rates lead to increasing costs of borrowing, lower activity and difficulties in achieving growth targets. The keys to success are the ability of firms to efficiently alter the size of their labour force to match the changing industry cycles as well as managing the cost and logistics of raw materials. Given that labour and materials account for more than 90%

This study addresses the fragmentation in the technology management field by identifying and organizing the routines used by managers of technology. In a multi-method, iterative qualitative study done jointly between academics and technology managers from a number of large industrial firms, 27 technology management routines were identified. These 27 routines were organized into a framework consisting of four categories: producing scientific and technological knowledge, transforming knowledge into working artifacts, linking artifacts with user requirements, and providing organizational support. This framework provides an organizing scheme to make sense of technology management routines. In addition, because managers of technology actively participated in developing the routines, the study contributes by identifying routines practitioners regard as particularly important. Both research and practical implications are derived from the framework. Key words: routine, process, technology management framework. 1 I.

Market information is a major problem in international markets, particularly for small firms and newcomers (Seringhaus and Rosson 1990). This paper discusses two main sources of international market information: objective market research and information provided through network relations. It is posited – in line with sociological economists (Granovetter 1973 and 1985 and Burt 1992)- that this latter source of information in many cases is more reliable and useful than research provided through market research. This stance is however contingent on the quality of the network and the skills of the firm in carrying out or commissioning marketing research. A typology of four different kinds of firms is developed and discussed, based on the two dimensions. The four categories are: the small beginner, the established beginner, the network-oriented firm, the international firm. 1

customer sophistication are radically redefining environmental conditions, and, meanwhile, challenging managerial representations and traditional organizational recipes for managing intra- and inter-firm relationships. Hence, we examine in this study the way companies interact with their employees and customers. As such, the research question poses itself: how does the management of intra-organizational relationships create superior customer value and close business relationships. The results of our empirical study indicate that there exists a strong association between the key constructs involved. From contingency point of view, especially, moderate market dynamism and technology-driven business logic influence this interface. These findings are of evident practical interest crystallized by the following implication for management: by developing organizational design in line with the dominant business logic and evolving market structures, companies are able to enhance their customer value and intimacy. Indeed, the point is of a real managerial dilemma and key challenge within our rapidly evolving information era.