Market Orientation
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
In today’s complexity of competition in the marketplace, entrepreneurial orientation (EO) and Market orientation (MO) can be considered as an integral part and a factor that can be a significant contributor to a firm’s success. Business firms are expected to intensify their seeking out to meet new opportunities that satisfy by the customer along with obtaining a sustainable competitive advantage to survive in a competitive environment.
Several researchers and scholars have conducted Entrepreneurial and Market Orientations, According to Rigtering (2013), EO research originates from the work of Miller (1983), who linked different types of organizational configurations (simple firms, planning firms and organic firms) to the degree of entrepreneurial
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Therefore, entrepreneurial orientation is a VRIN factor. On the other hand, market orientation is related to exact and continues processing that creates superior values to customers and assists firms in an achievement of sustainable competitive advantage.
Based on entrepreneurial orientation; different authors have adopted different definitions so most uniform definitions that currently is used refers; entrepreneurial orientation as organization’s strategic orientation that covers entrepreneur’s actions in decision-making methods, process, and practices. (Ali A. Y., December 2013). Like that, Lumpkin and Dess (1996) argued that an EO refers to the processes, practices, and decision-making activities that lead to a new entry.
Narver and Slater (1990) define market orientation as an organizational culture that effectively and efficiently creates superior customer value or as a sequence of marketing activities that lead to a continuous superior performance for the
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