The ability of firms to adapt to changing markets and technology is a fundamental topic both in strategic management and marketing literature. The focus of this paper is to study how firms adapt to their environments and create superior market orientation. We hypothesize specific relationships between market adaptation and market orientation. Moreover, we analyze the moderating effects of a fir...

In this paper, we look at the role of export composition in the growth process, considering how increased similarity in trade structure among countries can induce catching-up in income levels in a group of countries in transition. We analyze the sectoral export patterns of the Central and Eastern European countries (CEECs) by comparing them to those of the current members of the European Union ...

Abstract Firms that partake in export activity are entrepreneurial in nature because exporting firms would benefit by proactively seeking new markets, engaging in innovative action to meet local market’s needs, and be able and willing to take risks by venturing into previously unknown markets. While prior studies have looked at the importance of entrepreneurial orientation, organizational learn...

From the resource-based perspective, entrepreneurial orientation and market orientation are two separate but complementary strategic orientations that emphasize the business philosophy and behavior in proactively detecting industrial environment, including market information and competitors strategy, in order to innovate and respond to the customers needs timely. Empirical studies have separate...

The USDA’s Market Access Program (formerly Market Promotion Program) recently underwent a major change to redirect all branded products export promotion funds to small domestic firms and cooperatives. The redirection responded to criticisms by the General Accounting Office of past allocations of branded products export promotion funds to large, experienced exporters. This study uses a firm-leve...

a r t i c l e i n f o Little is known about how various strategic orientation dimensions determine market orientation. The authors identify four key dimensions of a firm's strategic orientation as critical antecedents to market orientation: the firm's aggressiveness, its future orientation, the extent of marketing formalization, and risk proclivity. Moderating effects of two environmental force...

The authors use panel data constructed from the responses of repeatedly surveyed top managers at 261 companies regarding their firm’s market orientation, along with objective performance measures, to investigate the influence of market orientation on performance for a nine-year period from 1997 to 2005. The authors measure market orientation in 1997, 2001, and 2005 and estimate it in the interv...