Exploring the Market Orientation of Olive Oil Consortia: an analysis in the Italian context.

Tindara Abbate, Augusto D'Amico, Angelo Presenza, Murat Yücelen

Abstract


This paper aims to examine the market orientation of Olive Oil Consortia in Italy. Through an explorative qualitative analysis, the study sets out to look in detail at: a) whether and how the principal features and main activities characterizing this fundamental marketing concept are defined and effectively implemented in the organizations under examination; b) whether and how the adoption of market orientation influences their business performance. Findings suggest that Olive Oil Consortia recognize the relevance of principal dimension of market orientation in order to develop innovative products that meet customers’ needs and to achieve positive performance. However, the adoption of market orientation constitutes a significant challenge to Consortia because it requires a cultural change as well as the availability of economic and human resources needed to adopt and implement this orientation.


Full Text

PDF

Riferimenti bibliografici


Abbate, T. (2012), Market orientation nelle imprese ad elevato contenuto tecnologico, Franco Angeli, Milano.

D’Amico, A. (2002), Le strategie di marketing per la valorizzazione dei prodotti tipici, Giappichelli, Torino.

Day, G.S. (1994), “The Capabilities of Market-Driven Organization”, Journal of Marketing, Vol.58 No.4, pp. 37-52.

Deshpande, R. and Farley, J. U. (2004), “Organizational culture, market orientation, innovativeness, and firm performance: an international research odyssey”, International Journal of Research in Marketing, Vol. 21, pp. 3-22.

Eisenhardt, K.M. and Martin, J. (2000), “Dynamic capabilities: What are they?”, Strategic Management Journal, Vol. 21, pp. 1105-1121.

INEA, (2013), “Rapporto sullo stato dell’agricoltura 2013”, available at http://www.inea.it/documents/10179/145517/RSA%202013%20web.pdf (accessed 10 October, 2014).

Ismea, (2013). Piano di settore, olivicolo oleario.

Han, J.K., Kim, N. and Sirvastava, R.K. (1998), “Market orientation and organizational performance: is innovation a missing link?”, Journal of Marketing, Vol. 62 No. 4, pp. 30-45.

Hsieh, M. H., Tsai, K. H., and Wang, J. R. (2008), “The moderating effects of market orientation and launch proficiency on the product advantage–performance relationship”, Industrial Marketing Management, Vol. 37, no 5, pp. 580-592.

Jaworski, B.J. and A.K. Kohli, (1993), “Market orientation: antecedents and consequences,” Journal of Marketing, Vol. 57 No. 3, pp. 53-70.

Ketchen, D.J. Jr, Hult, G. T. and Slater, S. F. (2007), “Toward greater understanding of market orientation and the resource based view”, Strategic Management Journal, Vol. 28, No. 9, pp. 961–964.

Kirca, A.H., Jayachandran, S. and Bearden, W. O. (2005), “Market Orientation: A Meta-Analytic Review and Assessment of Its Antecedent and Impact on Performance”, Journal of Marketing, Vol. 69 April, pp. 24-41.

Kohli, A.K. and Jaworski, B. J. (1990), “Market orientation, interdepartmental integration, and product development performance”, Journal of Product Innovation Management, Vol. 18 No. 5, pp. 314-323.

Kohli, A. K., Jaworski, B.J. and Kumar, A. (1993), “MARKOR: A measure of market orientation”, Journal of Marketing Research, Vol. 30, pp. 467-477.

Kumar, V., Jones, E., Venkatesan, R. and Leone, R. P. (2011), “Is Market Orientation a Source of Sustainable Competitive Advantage or Simply the Cost of Competing?”, Journal of Marketing, Vol.75, No.1, pp. 16-30.

Lee, T. (1999), Using Qualitative Methods in Organizational Research, Sage, Thousand Oaks, CA.

Manzano, A.J., Kuster, I. and Vila, N. (2005), “Market orientation and innovation: an interrelationship analysis,” European Journal of Innovation Management, Vol. 8 No. 4, pp. 437–452.

Miles, M.B. and Huberman, A.M. (1994), Qualitative Data Analysis: An Expanded Sourcebook, Sage Publications, Thousand Oaks.

Morgan, N.A., Vorhies, D.W. and Mason, C.H. (2009), “Market orientation, marketing capabilities and firm performance”, Strategic Management Journal, Vol. 30, pp. 909-920.

Narver, J.C. and Slater, S.F. (1990), “The Effect of a Market Orientation on Business Profitability”, Journal of Marketing, Vol. 54 No. 4, pp. 20-35.

Patton, M.Q. (1990), Qualitative Evaluation and Research Methods, Sage Publications, Newbury Park, California.

Nwokah, N. G. (2008), “Strategic market orientation and business performance: The study of food and beverages organisations in Nigeria”, European Journal of Marketing, Vol. 42, no. 4, pp. 279-286.

Shapiro, B.P. (1988), “What the Hell is Market Oriented?”, Harvard Business Review, Vol. 66 November/December, pp. 119-125.

Slater, S. F. and J.C. Narver (1994), “Market orientation, customer value, and superior performance”, Business Horizons, Vol. 37 No. 2, pp. 22-28.

Song, M. and Parry, M.E. (2009), “The desired level of market orientation and business unit per-formance”, Journal of Academy Marketing Science, Vol. 37, pp. 144-160.

Teece, D.J, Pisano, G. and Shuen, A. (1997), “Dynamic capabilities and strategic management”, Strategic Management Journal, Vol. 18 No. 7, pp. 509–533.

Unaprol (2013), “Olio - UNAPROL nel 2012 export made in Italy a 416 mila t. +3,5% su 2011. 70% è extra vergine”, http://www.unaprol.it/index.php/stampa/comunicati-stampa/683-olio-unaprol-nel-2012-export-made-in-italy-a-416-mila-t-35-su-2011-70-e-extra-vergine-.html (accessed 10 October 2014)

Yin, R.K. (1993), Application of Case Study Research, Sage Publications, Thousand Oaks, CA.

Zhou, K., Brown, J., and Dev, C. (2009), “Marketing orientation, competitive advantage, and performance: a demand-based perspective”, Journal of Business Research, Vol. 62, pp. 1063–1070.




DOI: http://dx.doi.org/10.14596/pisb.197

Refback

  • Non ci sono refbacks, per ora.




ISSN 0394-7947