The effects of strategy type on the market orientation-performance relationship

Prior research has been equivocal on the role that competitive environment plays in moderating the relationship between market orientation and a firm' s business performance, even though such a moderating effect is conceptuall y quite plausible (Slater and Narver 1994). In this article, the authors em pirically examine the role of business strategy type as an alternative, pot ential moderator of the market orientation-performance relationship. By usi ng an improved version of Kohli and Jaworski's market orientation scale (Ja worski and Kohli 1993; Kohli, Jaworski, and Kumar 1993), the authors find e vidence that supports the moderating effects of business strategy type on t he strength of the relationship between market orientation and business per formance. The authors also offer implications and future research questions based on the findings.