Market Orientation

Kohli and Jaworski defined market orientation as organization-wide generation of, dissemination of, and responsiveness to market intelligence. Narver and Slater conceptualized it as a culture of customer orientation, competitor orientation, and interfunctional coordination, and showed its association with profitability. Two definitions, one year, one journal: the field received a behavior and a culture at the same time, and has been reconciling them since.

All five filled cells sit in the Formulation Process block with no drift. Thirty-six years separate Drucker's marketing concept (1954) from its operationalization (1990); the column then turns to whether the orientation can be proactive and whether its advantage lasts.

Ten curated Core Table links, the most of any cell: Resource-Advantage Theory, Market-Driven Capabilities, Learning Orientation, Innovativeness, Role of Marketing, Market Driving, Exploration-Exploitation, Supply Chain Orientation, Market-Focused Sustainability, and Marketing Excellence. Twenty more deep-dive cells in nine families name it.

No curated link in; the cell is a source, not a destination. Its reference lists tell the story instead: both anchors cite Day and Wensley (1988, Positional Advantage) and Deshpandé and Webster (1989, Marketing Culture), and Narver and Slater cite Kohli and Jaworski. Advantage and culture are its parents.

106 anchor works in 15 families cite the two 1990 papers, and 30 of the 98 Core cells hold one of them: Resource-Advantage Theory (Hunt and Morgan, 1995), Market-Based Assets (Srivastava, Shervani, and Fahey, 1998), Service-Dominant Logic (Vargo and Lusch, 2004), Satisfaction and Firm Value (Anderson, Fornell, and Mazvancheryl, 2004), Emerging Market Strategy (Sheth, 2011), Marketing Agility (Kalaignanam et al., 2021), and Upper Echelons in Marketing (Whitler et al., 2021).