Working Paper Series the Role of Marketing Departments in Entrepreneurial Firms and Its Impact on the Market Orientation-performance Relationship the Role of Marketing Departments in Entrepreneurial Firms and Its Impact on the Market Orientation-performance Relationship the Role of Marketing Departm

Content Provider	Semantic Scholar
Author	Merlo, Omar
Copyright Year	2007
Abstract	The study explores the optimum level of influence exercised by a marketing subunit for maximum business performance given the entrepreneurial orientation (EO) of the organization. It argues that the strength of the market orientation-performance link will vary depending on the alignment between the marketing function’s influence and the entrepreneurial profile of the firm. 113 firms were classified into four groups: low EO/low marketing subunit influence (routine-oriented decentralizers, or RD), high EO/low marketing influence (entrepreneurial decentralizers, or ED), low EO/high marketing influence (routine-oriented centralizers, or RC), and high EO/high marketing influence (entrepreneurial centralizers, or EC). ANOVAs show that the effect of MO on performance increases for RC firms, while RD, ED and EC firms display a weaker link between MO and performance. The authors discuss the implications of these findings.
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Alternate Webpage(s)	https://www.jbs.cam.ac.uk/fileadmin/user_upload/research/workingpapers/wp0713.pdf
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Language	English
Access Restriction	Open
Content Type	Text
Resource Type	Article