Market orientation and performance: A meta-analysis

Aviv Shoham, Gregory M. Rose, Fredric Kropp

Research output: Contribution to journalArticlepeer-review


Purpose - To assess quantitatively the impact of market orientation on the performance of the firm. While much empirical work has centered on market orientation, the generalizability of its impact on performance as been under-researched. Design/methodology/approach - A substantive meta-analysis quantitatively summarizes the results of empirical studies of the direct and indirect impact of market orientation on three outcomes. A second, methodological meta-analysis assessed the influence of methodological variables on explained variance in performance. Findings - The direct, indirect, and total impacts of market orientation on performance were all significant. Additionally, the geographic location of the study and the performance measure used (but not the scale) affected explained variance. Research limitations/implications - First, across study contexts, market orientation affects performance. Second, its impact might be stronger than previously thought due to the indirect paths not considered in previous research. Third, the strength of its impact depends on the country in which it was implemented; managers should expect higher payoffs in less developed countries. Originality/value - The findings of this study significantly refine the body of knowledge concerning the impact of market orientation on the performance of the firm, and thereby offer an improved conceptual framework for marketing planners.

Original languageEnglish
Pages (from-to)435-454
Number of pages20
JournalMarketing Intelligence and Planning
Issue number5
StatePublished - 2005


  • Market orientation
  • Organizational performance

ASJC Scopus subject areas

  • Marketing


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