In this paper, we examine the influence of employee orientation (EO) on converting constituent dimensions of market orientation (MO) into customer-based performance (CBP) and consider the robustness of these relationships in the context of firm age and size. Based on a sample of 410 mid-to-senior-level managers working in UK service industries, we find that all three dimensions of MO positively influence CBP. While highlighting the utility of employing a multidimensional approach to evaluate the customer-based outcome of MO implementation we highlight the nuanced role of EO in strengthening the MO–performance relationship and emphasise the crucial role employees play in implementing different strategic orientations in a perceivable way to customers.
Bibliographical noteThis is an Accepted Manuscript of an article published by Taylor & Francis in Journal of Marketing Management on 13/05/2019 available online: http://www.tandfonline.com/10.1080/0267257X.2019.1585928
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- Market orientation
- customer-based performance
- employee orientation
ASJC Scopus subject areas
- Strategy and Management