TY - JOUR

T1 - What Counts Versus What Can Be Counted

T2 - The Complex Interplay of Market Orientation and Marketing Performance Measurement

AU - Frösén, Johanna

AU - Luoma, Jukka

AU - Jaakkola, Matti

AU - Tikkanen, Henrikki

AU - Aspara, Jaakko

N1 - Frösén, J. What Counts Versus What Can Be Counted: The Complex Interplay of Market Orientation and Marketing Performance Measurement / J. Frösén, J. Luoma, M. Jaakkola, H. Tikkanen, J. Aspara // Journal of Marketing. - 2016. - Volume 80, Issue 3. - P. 60-78.

PY - 2016

Y1 - 2016

N2 - Market orientation (MO) and marketing performance measurement (MPM) are two of the most widespread strategic marketing concepts among practitioners. However, some have questioned the benefits of extensive investments in MO and MPM. More importantly, little is known about which combinations of MO and MPM are optimal in ensuring high business performance. To address this research gap, the authors analyze a unique data set of 628 firms with a novel method of configurational analysis: fuzzy-set qualitative comparative analysis. In line with prior research, the authors find that MO is an important determinant of business performance. However, to reap its benefits, managers need to complement it with appropriate MPM, the level and focus of which vary across firms. For example, whereas large firms and market leaders generally benefit from comprehensive MPM, small firms may benefit from measuring marketing performance only selectively or by focusing on particular dimensions of marketing performance. The study also fi

AB - Market orientation (MO) and marketing performance measurement (MPM) are two of the most widespread strategic marketing concepts among practitioners. However, some have questioned the benefits of extensive investments in MO and MPM. More importantly, little is known about which combinations of MO and MPM are optimal in ensuring high business performance. To address this research gap, the authors analyze a unique data set of 628 firms with a novel method of configurational analysis: fuzzy-set qualitative comparative analysis. In line with prior research, the authors find that MO is an important determinant of business performance. However, to reap its benefits, managers need to complement it with appropriate MPM, the level and focus of which vary across firms. For example, whereas large firms and market leaders generally benefit from comprehensive MPM, small firms may benefit from measuring marketing performance only selectively or by focusing on particular dimensions of marketing performance. The study also fi

KW - organizational configurations

KW - marketing control

KW - market orientation

KW - marketing performance measurement

KW - business performance

KW - SCOPUS

KW - РИНЦ

M3 - Article

VL - 80

SP - 60

EP - 78

JO - Journal of Marketing

JF - Journal of Marketing

SN - 0022-2429

IS - 3

ER -