Market orientation on national and international new ventures
2012 (English)In: Presented at 15th Annual McGill International Entrepreneurship Conference, University of Pavia, Italy. September 21-23, 2012, 2012Conference paper, Abstract (Refereed)
Market orientation is often mentioned as a key factor for the success of domestic and international activities, but our knowledge about differences in degrees of market orientation remains limited for firms that have varying degrees of international activities. In particular, the literature is very sparse with regard to studies of newly established firms. Our study empirically explores this gap examining how different types of new ventures adopt two strategic components of market orientation – customer orientation and competitor orientation. Our empirical evidence is based on responses from CEOs of 249 Danish manufacturing firms that are categorized into four groups, depending on their degree of international operations within the first three years. We demonstrate that the most internationally oriented firms seem to be the most market oriented in general. They are significantly more competitor-oriented than domestically oriented firms, but the results regarding customer orientation are more mixed. Interestingly, we find indications that the strategic emphasis on customer orientation may be higher for firms with domestic operations than for those with limited international operations. We discuss implications for research and managers.
Place, publisher, year, edition, pages
Domestic and international new ventures, market orientation, customer orientation, competitor orientation, international entrepreneurship, manufacturing firms
Research subject Economy, Business administration
IdentifiersURN: urn:nbn:se:lnu:diva-61773OAI: oai:DiVA.org:lnu-61773DiVA: diva2:1084804
15th Annual McGill International Entrepreneurship Conference, University of Pavia, Italy. September 21-23, 2012