Orientação para o mercado: antecedentes e conseqüências

RAE CLÁSSICOS

Orientação para o mercado: antecedentes e conseqüências

Bernard J. Jaworski^I; Ajay K. Kohli^II

^IMarketspace

^IIEmory University

RESUMO

Esta pesquisa aborda três perguntas: (1) Por que algumas organizações são mais voltadas para o mercado do que outras? (2) Que efeito essa orientação para o mercado tem sobre os funcionários e o desempenho da empresa? (3) O elo entre a orientação para o mercado e o desempenho da empresa depende do contexto ambiental? As conclusões de duas amostras de âmbito nacional sugerem que a orientação para o mercado está relacionada com a ênfase que a alta administração dá à orientação, com a aversão dos principais gestores ao risco, com conflitos e ligações interdepartamentais, com a centralização e com a orientação do sistema de recompensas. Ademais, as conclusões sugerem que a orientação para o mercado está relacionada com o desempenho empresarial (mas não com o market share) geral (subjetivo), com o compromisso dos funcionários com a organização, e com o espírito de classe. Finalmente, a ligação entre a orientação para o mercado e o desempenho parece ser muito forte em quaisquer contextos ambientais caracterizados por diversos graus de turbulência no mercado, intensidade competitiva e turbulência tecnológica.

Palavras-chave:Orientação para o mercado, desempenho organizacional, contexto ambiental, compromisso dos funcionários, espírito de classe.

ABSTRACT

This research addresses three questions: (1) Why are some organizations more market-oriented than others? (2) What effect does a market orientation have on employees and business performance? (3) Does the linkage between a market orientation and business performance depend on the environmental context? The findings from two national samples suggest that a market orientation is related to top management emphasis on the orientation, risk aversion of top managers, interdepartmental conflict and connectedness, centralization, and reward system orientation. Furthermore, the findings suggest that a market orientation is related to overall (judgmental) business performance (but not market share), employees' organizational commitment, and esprit de corps. Finally, the linkage between a market orientation and performance appears

to be robust across environmental contexts that are characterized by varying degrees of market turbulence, competitive intensity, and technological turbulence.

Key words: Market orientation, business performance, environmental context, employees' organizational commitment, esprit de corps.

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Aprovado em 01.02.2006.

Bernard J. Jaworski

Co-fundador da Marketspace e presidente do Monitor Executive Development.

Interesses de pesquisa nas áreas de orientação para o mercado, Internet e estratégia de marketing, comércio eletrônico, estratégias em economias em rede.

E-mail: [e-mail]

Endereço: Two Canal Park, Cambridge, Massachusetts – USA, 02141.

Ajay K. Kohli

Professor de Marketing na Goizueta Business School – Emory University.

Interesses de pesquisa nas áreas de orientação para o mercado, gestão de equipe de vendas, marketing de commodity, organização para o marketing.

E-mail: [e-mail]

Endereço: Goizueta Business School, Emory University, 1300 Clifton Road, Atlanta, GA – USA, 30322.

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Datas de Publicação

• Publicação nesta coleção
  27 Nov 2012
• Data do Fascículo
  Jun 2006