Extent of Market Orientation of Commercial Banks in Punjab
DOI:
https://doi.org/10.17010/ijom/2017/v47/i10/118695Keywords:
Market Orientation
, MARKOR Scale, Commercial BanksPaper Submission Date
, March 27, 2017, Paper sent back for Revision, September 1, Paper Acceptance Date, September 18, 2017.Abstract
The growing competition coupled with customer desires is making it essential for the firms to implement such a concept, which can help them to develop a competitive edge over others. In this context, market orientation has gained popularity in recent years as it refers to the state of firms directed towards the market. It gives insights to understand the internal as well as external environment of an organization and equips the organization with better strategies to compete with its competitors. This paper examined the measure of the extent of market orientation of commercial banks in Punjab. In addition, a comparison was made between private-sector banks & public-sector banks and rural & urban branches of commercial banks to find out the nature of market orientation. MARKOR multi-item scale was used to measure the extent of market orientation in selected banks. This scale consisted of three constructs namely intelligence generation, intelligence dissemination, and responsiveness. Further, to serve the purpose, primary data were collected from 12 commercial banks in Punjab in February 2015. The total bank branches taken for the study were 200, out of which 100 were private-sector banks and 100 were public-sector banks. These banks were selected on the basis of their growth, profitability, efficiency, and credit quality. The results depicted that commercial banks of Punjab were considerably market oriented. However, in terms of overall and dimension wise mean scores of market orientation, the public sector banks and private sector banks were significantly different from each other.Downloads
Downloads
Published
How to Cite
Issue
Section
References
Bagozzi, R.P., & Phillips, L.W. (1982). Representing and testing organizational theories: A holistic construal. Administrative Science Quarterly, 27(3), 459 - 489. doi: 10.2307/2392322
Barney, J.B. (1991). Firm resources and sustained competitive advantage. Journal of Marketing, 17 (1), 99 - 120. doi: 10.1177/014920639101700108
Bearden, W.O., Netemeyer, R.G., & Teel, J.E. (1989). Measurement of consumer susceptibility to interpersonal influence. Journal of Consumer Research, 15 (4), 473 - 481. doi: 10.1086/209186
Campbell, D.T., & Fiske, D.W. (1959). Convergent and discriminant validation by the multi trait- multi method matrix. Psychological Bulletin, 56 (2), 81-105. doi: 10.1037/h0046016
Diamantopoulos, A., & Hart, S. (1993). Linking market orientation and company performance: Preliminary evidence on Kohli and Jaworski’s framework. Journal of Strategic Marketing, 1 (2), 93 - 121. doi: org/10.1080/09652549300000007
Fornell, C., & Larcker, D.F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18 (3), 39 - 50. doi: 10.2307/3151312
Hair, J.F., Black, W.C., Babin, B.J., Anderson, R.E., & Tatham, R.L. (2005). Multivariate data analysis. Upper Saddle River, NJ : Pearson Prentice Hall.
Han, J. K., Namwoon, K., & Srivastava, R.K. (1998). Market orientation and organizational performance: Is innovation a missing link? Journal of Marketing, 62 (4), 30 - 45. doi: 10.2307/1252285
Hayashi, T., & Hays, R.D. (1987). A microcomputer program for analyzing multi trait - multi method matrices. Behavior Research Methods, Instruments & Computers, 19 (3), 345 - 348. doi: 10.3758/BF03202573.
Homburg, C., & Pflesser, C. (2000). A multiple-layer model of market - oriented organizational culture: Measurement issues and performance outcomes. Journal of Marketing Research, 37 (4), 449 - 462. doi: org/10.1509/jmkr.37.4.449.18786
Hult, G.T.M., & Ketchen, D.J. (2001). Does market orientation matter? A test of the relationship between positional advantage and performance. Strategic Management Journal, 22(9), 899 - 906. doi: 10.1002/smj.197
Jaworski, B. J., & Kohli, A. K. (1993). Market orientation: Antecedents and consequences. Journal of Marketing, 57(3), 53 -70. doi: 10.2307/1251854
Jaworski, B. J., & Kohli, A. K. (1996). Market orientation: Review, refinement, and roadmap. Journal of Market-Focused Management, 1(1), 119 - 135. doi: 10.1007/BF00128686
Kennedy, K. N., Goolsby, J. R., & Arnould, E. J. (2003). Implementing a customer orientation: Extension of theory and application. Journal of Marketing, 67 (4), 67 - 81. doi:10.1509/jmkg.67.4.67.18682
Kirca, A.H., Jayachandran, S., & Bearden, W.O. (2005). Market orientation: A meta-analytic review and assessment of its antecedents and impact on performance. Journal of Marketing, 69(2), 24 - 41. doi: 10.1509/jmkg.69.2.24.60761
Kohli, A. K., Jaworski, B. J., & Kumar, A. (1993). MARKOR: A measure of market orientation. Journal of Marketing Research, 30 (11), 467 - 477. doi: 10.2307/3172691
Kohli, A.K., & Jaworski, B.J. (1990). Market orientation: The Construct, research propositions and managerial implications. Journal of Marketing, 54 (2), 1-18. doi: 10.2307/1251866
Langerak, F., Hult, J.E., & Robben, H. (2004). The impact of market orientation, product advantage, and launch proficiency on new product performance and organizational performance. Journal of Product Innovation Management, 21(2), 79 - 94. doi: 10.1111/j.0737-6782.2004.00059.x
Maltz, E., & Kohli, A.K. (1996). Market intelligence dissemination across functional boundaries. Journal of Marketing Research, 33(1), 47 - 61. doi:10.2307/3152012
McNamara, C.P. (1972). The present status of the marketing concept. Journal of Marketing, 36 (1), 50-57. doi: 10.2307/1250868
Narver, J. C., & Slater, S. F. (1990). The effect of a market orientation on business profitability. Journal of Marketing, 54 (4), 20 - 35. doi: 10.2307/1251757
Natalisa, D., Isnurhadi., P. H., & Saerang, D.P.E. (2008, October). The effects of market orientation on the service quality of private banking industry in Palembang. Paper presented at 8th Global Conference on Business & Economics, Italy.
Panda, R., & Swar, B. N. (2016). Customer expectations and performance of banks: An empirical analysis. Indian Journal of Marketing, 46 (8), 25-36. doi: 10.17010/ijom/2016/v46/i8/99292
Sharma, S., & Verma, R. (2015). Extent of service quality in commercial banks of Punjab. Indian Journal of Marketing, 45(10), 36 - 48. doi: 10.1108/08876049810226937
Slater, S.F., & Narver, J.C. (1994a). Does competitive environment moderate the market orientation-performance relationship? Journal of Marketing, 58 (1), 46-55. doi: 10.2307/1252250
Slater, S.F., & Narver, J.C. (1994b). Market orientation, customer value, and superior performance. Business Horizons, 37(2), 22-28. doi: 10.1016/0007-6813(94)90029-9
Slater, S.F., & Narver, J.C. (1995). Market orientation and the learning organization. Journal of Marketing, 59 (3), 63 - 74. doi: 10.2307/1252120
Srivastav, G., & Mittal, A. (2016). Impact of Internet banking on customer satisfaction in private and public sector banks. Indian Journal of Marketing, 46 (2), 36 - 49. doi: 10.17010/ijom/2016/v46/i2/87252
Verma, D.P.S., & Israney, H. (2001). Market - orientation in commercial banks - A study of selected banks in Delhi. Journal of Business, 5(2), 7-14. doi: 10.1177/097226290100500203